Index
ISBN: 978-1-78754-829-9, eISBN: 978-1-78754-828-2
ISSN: 1548-6435
Publication date: 3 July 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Innovation and Strategy (Review of Marketing Research, Vol. 15), Emerald Publishing Limited, Leeds, pp. 339-348. https://doi.org/10.1108/S1548-643520180000015014
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
A.C. Nielsen
, 9
Activity system
content
, 156–157
governance
, 157
structure
, 157
Adhocracy orientation
, 259
Adobe Photoshop
, 32
AI. See Artificial intelligence (AI)
Algorithm-based decision making
, 14
commercialization
, 23
ethical issues
, 26n1
front end innovation
, 19
new product development
, 21
Amazon
, 14, 126
American Customer Satisfaction Index (ACSI)
, 264, 266, 276n1
Apple Inc.
, 100, 233
design aesthetic
, 213
ecosystem
, 13
graphical user interface by
, 152
MacBook in 2015
, 49
Architectural innovation
, 150
Arenas
, 6
Ariely, Dan
, 25
Artificial intelligence (AI)
, 15, 26n2
Attention
levels
, 14
managerial
, 5, 10, 11, 15
poverty of
, 4
in strategic management context
, 10
Average variance extracted (AVE)
, 238–239, 267
Axial coding
, 297
Baidu
, 14
Bankruptcy
, 100
BAV. See Brand asset valuator (BAV)
B2B. See Business-to-business (B2B)
B2C. See Business-to-consumer (B2C)
Big Data
, 5, 7–10
Board of the Canadian Chamber of Commerce
, 297
Brand asset valuator (BAV)
, 112
Brand-depreciation costs
, 111
Brand energy
, 112
Brand equity
categorization
, 115
competition
, 121–122
conceptual framework
, 113–116
customers
, 118–119
dimensions
, 111–112
external network
, 120–121
firms
, 116–118
impact
, 112–113
innovative ideas affecting
, 114
macro-environment
, 122–124
technology
, 124–126
Business analysis
, 16
Business model innovation
, 149, 150, 156–157
Business Source Premier
, 56n1
Business strategy
, 161
Business-to-business (B2B)
, 50
adoption controllability
, 49–50
co-existence
, 51–52
embeddedness
, 52–53
multigroup analysis
, 242
Business-to-consumer (B2C)
, 50
adoption controllability
, 49–50
co-existence
, 50–51
customer involvement in innovation
, 74, 79, 83–85
embeddedness
, 52–53
multigroup analysis
, 242
Business Week
, 170
Cash-flow return on assets (CFROA)
, 264–265, 269–271, 274, 275
CII. See Customer involvement in innovation (CII)
Circumvention innovations
, 123
CIS. See Customer involvement as an information source (CIS)
Citizenship behaviors
, 313–314
Civilization transforming innovations
, 162
Clan orientation
, 259
CNG. See Compressed natural gas (CNG)
Coca-Cola
, 121, 131
Co-creation
customer involvement in
, 55
in service marketing
, 94
Co-existence, in successive innovation
, 45–48, 50–52
Collaborative innovation
, 312–313
Commercialization
, 16, 152, 153
Competing values theory
, 258–262
Competition-originated innovation
, 121–122
Composite reliability (CR)
, 238–239
Compressed natural gas (CNG)
, 123, 136n5
Configuration theory methodology
, 261–262
Confirmatory factor analyses (CFA)
, 266
Contributions
to literature
, 134
to practitioners
, 134–135
Convergence innovation
, 155
Corporate strategy
, 161
Cost model
, 157
CR. See Composite reliability (CR)
Creativity
, 175, 182–183
Cross-functional knowledge development and training
, 309–310
Culture shaper
, 300–302
Customer co-creation
, 68
Customer co-development
, 68
Customer collaboration
, 68
Customer engagement
, 93
Customer-generated incremental innovations
, 130
Customer integration
, 69
Customer involvement
, 67
Customer involvement as a co-developer (CIC)
, 69
Customer involvement as an information source (CIS)
, 69
Customer involvement as an innovator (CIN)
, 70
Customer involvement in innovation (CII)
academic research
, 64
antecedents and consequences
, 73
benefits
, 79
co-creation in service marketing
, 94
conceptualizations
, 64, 72–73
customer engagement
, 93
customer relationship management
, 93
customers’ perspective
, 73–79, 91
degree
, 66–71
empirical research on
, 64–65
firm capabilities
, 92–93
firm’s perspective
, 79–85, 91–92
forms
, 71–72
integrated conceptualization
, 87–88
knowledge management
, 92
managing
, 88–91
market orientation
, 93
NPD project
, 79, 84–85
organizational learning
, 92
resource-based view
, 92–93
strategic drivers of
, 88
strategic impact
, 90–91
techniques of
, 72–73
theoretical development of
, 92
user-friendly toolkits
, 72
Customer orientation
, 231–233
aesthetics
, 233, 237
bivariate relationships
, 239–240
conceptual model
, 240–242
correlation matrix
, 238
and design orientation
, 233–234
descriptive statistics
, 238
firm’s culture
, 235
four-item scale
, 237
innovations
, 118–119
limitations and opportunities
, 247–248
managerial implications
, 245–247
marginal effects analysis
, 243–245
measures
, 237–238
model-free evidence
, 239–240
multigroup analysis
, 242
multiple respondents
, 243
new product development
, 233–234
nomological validity
, 239
reliability
, 238–239
robustness analyses
, 242–243
technological capabilities
, 245
and technological orientation
, 234
theoretical contributions
, 247
validity
, 238–239, 242–243
willingness to cannibalize
, 234–235
Customer participation
, 66, 67
Customer relationship management
, 93
Customer satisfaction
, 258, 264, 269, 271
Customer service firm
, 311
Customer trust-commitment model
, 306, 312–314
Customer value proposition
, 6, 15, 157, 159, 173
Data saturation
, 294
Decision makers
, 5–14, 25
Decision-making environment
, 4, 5, 10
Dell
, 118, 120
Design attributes
experiential benefits
, 206, 212–213
functional precedence
, 206, 209–211
hedonic dominance
, 209–211
joint presentation with independent evaluation
, 207
managerial contribution
, 224–225
promotion and prevention goals
, 211–212
relationship between
, 214–223
self-expressive benefits
, 206, 213–214
theoretical contribution
, 224
types of
, 208–209
Design-driven approach
, 230, 233, 247
Design orientation
, 231–233
aesthetics
, 233, 237
bivariate relationships
, 239–240
conceptual model
, 240–242
correlation matrix
, 238
and customer orientation
, 233–234
descriptive statistics
, 238
firm’s culture
, 235
limitations and opportunities
, 247–248
managerial implications
, 245–247
marginal effects analysis
, 243–245
measures
, 237–238
model-free evidence
, 239–240
multigroup analysis
, 242
multiple respondents
, 243
nomological validity
, 239
reliability
, 238–239
robustness analyses
, 242–243
technological capabilities
, 245
and technological orientation
, 234
theoretical contributions
, 247
validity
, 238–239, 242–243
willingness to cannibalize
, 234–235
Differentiators
, 6
Digital footprints
, 24
Digital innovation
, 33–35
Digitalization
, 48
Digital product domains
, 44–45
Economic logic
, 7
edX
, 121
Embeddedness, in successive innovation
, 48–49, 52–53
Empirical research
, 24
Employee trust-commitment model
, 306, 308–312
Empowerment
, 78, 307, 310
Environmental sustainability
, 214, 224
Experiential benefits
, 212–213
Exploitative innovation
, 150
Exploratory innovation
, 150
External network
, 120–121
Financial costs
, 110–111
Financially accountable
, 17
Finer-grained assessment
, 17
Forbes
, 125
For-profit organizations
, 152–155
Fortune Magazine
, 285
Front end innovation
, 16, 18–23
Functional precedence
, 209–211
Future-market focus
, 173
Game changing innovations
, 162
Gazelles
, 285–289
General Mills
, 120
Goods
vs. services
, 130–132
standardization
, 130
Google
, 14
Grant Thornton Private Business Growth award
, 293
Harman’s one-factor test
, 237
Harmon’s single-factor test
, 267
Hedonic dominance
, 209–211
Hierarchy orientation
, 259
Highest Paid Person’s Opinions (HiPPOs)
, 24
High prices and margins
, 314
HiPPOs. See Highest Paid Person’s Opinions (HiPPOs)
IBM
, 9, 25, 53
Immelt, Jeff
, 170
Incremental innovation
, 34, 36, 127–130
Incrementally new product
, 151
Incremental product innovation
, 149
Information & decision sciences journals
, 43–44
Information-rich environment
, 4
decision-making approaches in
, 12
innovation process
, 15–17
strategic decision making in
, 10–15
Innovation
benefits
, 108–110
competition-originated innovation
, 121–122
competitive advantage
, 108
conceptualizations
, 151
contributions
, 134–135
costs
, 109, 110–111
customer-originated innovations
, 118–119
definition
, 102–103, 146–154
external network
, 120–121
firms
, 104–107, 116–118
in information-rich environment
, 15–17
intangible benefits
, 108
internal sources of
, 103
macro-environment
, 122–124
market position
, 108
moderating effect
, 127–133
organizational capabilities
, 110
organizational learning
, 108
private firms
, 311–312
radical innovations
, 127
reinvesting in sources
, 132–133
sources
, 103–108, 116–126
strategy
, 32–33, 160–163
successful innovation
, 100–102
tangible benefits
, 108
technology-originated innovations
, 124–126
Intellectually lazy approach
, 24
Inter-attribute comparisons
, 210
Internet retailing
, 160
Intuition-based decision making
, 13, 18, 20, 22
Ive, Jonathan
, 233
Joint cognitive decision making
, 18, 21, 22
Land O’Lakes
, 120
Large-scale global survey
, 10–11
Linguistic inquiry and word count (LIWC)
, 8
Machine intelligence
, 11, 14
Macro-environment
, 122–124, 131
Major cost elements
, 158
Management journals
, 43
Managerial attention
, 5, 10, 11, 15
Managerial decision making
, 17
commercialization
, 22–23
front end innovation
, 18–19
new product development
, 20–21
Managerial intuition
, 13
Market breakthrough product innovation
, 149
Market entry
modes of
, 145
order of
, 145
Market foresight
active scanning
, 178–180
antecedents
, 179
boundary spanner input
, 181
conceptual framework and hypotheses
, 178–184
creativity
, 182–183
defining
, 172
development
, 195–196
discriminating
, 173–174
evaluation
, 182
external sources
, 174–175, 178–180
field perspectives on
, 176–178
framework, developing
, 174–178
implications
, 192–194
interdepartmental connectedness
, 181–182
internal sources
, 175, 181–182
interviews with managers
, 176–178
lead user collaboration
, 180
leveraging the impact
, 183–184
limitations
, 194–195
market experiments
, 180
new product outcomes
, 175–176, 182–183
open-mindedness
, 182
process
, 171–172
reconfiguration capability
, 183–184
speed to market
, 183
testing the framework
active scanning
, 185, 188
boundary spanner input
, 188
construct-level measurement statistics
, 190
control variables
, 189
correlation of constructs
, 190
data analysis procedures
, 189–192
lead user collaboration
, 188
measures
, 185–189
path analysis
, 189, 191
path coefficients
, 191, 192
reconfiguration capability
, 188–189
robustness test
, 189
sample
, 184–185
t-values
, 191, 192
timeliness
, 183
Market information
, 171–173
external sources
, 174–175, 178–180
internal sources
, 175, 181–182
Marketing
definition
, 145
innovation
, 157–160
journals
, 42–43
Marketing decision support systems (MDSS)
, 14
Marketing management support systems (MMSS)
, 5
Marketing strategy
, 7, 145
customer involvement in innovation
, 91
definition
, 145
research
, 258
Market knowledge
, 180, 183
Market orientation (MO)
analyses
, 267–271
behavioral operationalizations
, 261
correlations
, 268
descriptive statistics
, 265
development
, 275–276
implications
, 273–275
knowledge gaps
, 258–259
limitations
, 275–276
measures
, 264–266
reliability and validity of measures
, 266–267
research design
, 262–264
system of equation results
, 271–273
theoretical contributions
, 257–258
theory framework
, 259–262
Market-pull approach
, 230
Market reader firms
, 155
Market sensing
, 174, 178
Markets to serve
, 145
Maruti Suzuki
, 130–131
MDSS. See Marketing decision support systems (MDSS)
Microsoft
, 5, 48
MMSS. See Marketing management support systems (MMSS)
MO. See Market orientation (MO)
Moore’s law
, 8
MTV
, 125
Nadella, Satya
, 5
Need seeker firms
, 155
Netflix
, 14
Neurophysiological methods
, 17, 24
New product development
, 16, 33, 182–183
bivariate relationships
, 239–240
conceptual model
, 232
customer orientation
, 233–234
design orientation
, 231–232
developing
, 175–176
different approaches in
, 230
estimation
, 240–242
limitations and opportunities
, 247–248
managerial implications
, 245–247
marginal effects analysis
, 243–245
measures
, 237–238
performance
, 232–235
robustness analyses
, 242–243
technological orientation
, 234
total product design concept
, 230–231
validity
, 238–239
willingness to cannibalize
, 234–235
Nickelodeon
, 125
Non-financial costs
, 111
Not-for-profit organizations
, 152–155
Open coding
, 297
Open-mindedness
, 177, 182, 191
Operating model
, 157
Opportunity cost
, 111
Opt-in
, 152
Opt-out
, 152
Organizational culture
, 257–258
analyses
, 267–271
behavioral operationalizations
, 261
correlations
, 268
descriptive statistics
, 265
development
, 275–276
implications
, 273–275
knowledge gaps
, 258–259
limitations
, 275–276
measures
, 264–266
reliability and validity of measures
, 266–267
research design
, 262–264
system of equation results
, 271–273
theory framework
, 259–262
Organizational learning
, 92, 108
Palo Alto Research Center (PARC)
, 152
Partial least squares (PLS)
, 189, 191
PepsiCo
, 123
Pepsi’s Blind Taste Test Challenge
, 121
P&G’s Connect and Develop program
, 118
Physical product domains
, 44–45
PLS. See Partial least squares (PLS)
Porter’s Five-Forces model
, 287
Practice-based research
, 16
Practitioners, contributions to
, 134–135
Prevention goals
, 211–212
Privately firms
employee focus
, 299
extant literature
, 298–300
field-based approach
, 292–293
firm orientation and flexibility
, 299
founders
, 300–304
gazelles
, 285–289
industry type
, 298–299
innovation
, 299–300
limitations
, 314–316
list of companies and growth rates
, 295–296
literature review
, 286–292
ownership
, 298, 300–304
sample
, 293–297
size and age
, 298
snowballing technique
, 294
stability of industry
, 299
strategic choices
, 302–304
trust-commitment model
customer
, 306, 312–314
employee
, 306, 308–312
revisiting
, 304–308
Proactive market orientation
, 173
Process innovation
definition
, 149
phases of
, 16
See also Innovation
Product innovation
, 144, 151, 154–163
definition
, 149
incremental
, 149
market breakthrough
, 149
radical
, 149
technological breakthrough
, 149
Product parity
, 125
Product versioning/upgrades
, 46–47
Promotion emotions
experiential benefits
, 212–213
self-expressive benefits
, 213–214
Promotion goals
, 211–212
Psychometric testing
, 266–267
Qualtrics online survey software
, 235
Radical innovations
, 127
Radically new product
, 151, 162
Radical product innovation
, 149
Rapid-growth firms
employee focus
, 299
extant literature
, 298–300
field-based approach
, 292–293
firm orientation and flexibility
, 299
founders
, 300–304
gazelles
, 285–289
industry type
, 298–299
innovation
, 299–300
limitations
, 314–316
list of companies and growth rates
, 295–296
literature review
, 286–292
ownership
, 298, 300–304
sample
, 293–297
size and age
, 298
snowballing technique
, 294
stability of industry
, 299
strategic choices
, 302–304
trust-commitment model
customer
, 306, 312–314
employee
, 306, 308–312
revisiting
, 304–308
Rational approach
, 11
RBV. See Resource-based view (RBV)
R&D department
, 116
Relationship benefits
, 310
Relationship marketing, trust-commitment model for
customer
, 306, 312–314
employee
, 306, 308–312
revisiting
, 304–308
Resource-based view (RBV)
, 274, 287
Respect
, 308–309
Revenue model
, 157, 158
Reverse innovation
, 150
Safe market growth strategy
, 183
Samsung’s Family Hub™ refrigerator
, 35
SBU. See Strategic business unit (SBU)
SCImago Journal & Country Rank
, 39
S-C-P model
, 287
Seemingly unrelated regressions (SUR)
, 270
Selective coding
, 297
Self-expressive benefits
, 213–214
Service innovation
, 130–131, 164n1
Service marketing
, 94
Services, goods vs.
, 130–132
Single-factor confirmatory model
, 276n2
Small and medium sized enterprises (SMEs)
employee focus
, 299
extant literature
, 298–300
extant research
, 289–292
field-based approach
, 292–293
firm orientation and flexibility
, 299
founders
, 300–304
gazelles
, 285–289
industry type
, 298–299
innovation
, 299–300
limitations
, 314–316
list of companies and growth rates
, 295–296
literature review
, 286–292
ownership
, 298, 300–304
sample
, 293–297
size and age
, 298
snowballing technique
, 294
stability of industry
, 299
strategic choices
, 302–304
trust-commitment model
customer
, 306, 312–314
employee
, 306, 308–312
revisiting
, 304–308
SmartPLS
, 189
SMEs. See Small and medium sized enterprises (SMEs)
Social innovation
, 150, 154
Stage-gate system
, 16
Staging
, 6
Strategic business unit (SBU)
, 235
Strategic decision making
in information-rich environment
, 10–15
innovation process
, 15–17
Strategic flexibility
, 173–174
Strategic innovation
, 161–163
Strategic marketing
decisions
, 146
domain of
, 146, 147–148
Strategy
Big Data
, 7–10
business
, 161
corporate
, 161
decision makers
, 7
definition
, 6
elements
, 6–7
innovation
, 32–33, 160–163
marketing strategy. See Marketing strategy
safe market growth strategy
, 183
Strong balanced cultures
, 260
Structured data
, 8
Successive innovation
adoption controllability
, 49–50
co-existence
, 45–48, 50–52
conceptual framework
, 41–42, 44–50
digital and physical product domains
, 44–45
digital innovation
, 33–35
disciplinary domain
, 40
embeddedness
, 48–49, 52–53
fragmented literature
, 40–41
information & decision sciences journals
, 43–44
journals in literature search
, 37–39
literature review procedures
, 36–40
management journals
, 43
marketing journals
, 42–43
SUR. See Seemingly unrelated regressions (SUR)
Sustainable innovation
, 150
Sustainable product innovation
, 150, 154
Swatch watches
, 230–231
Target segment
, 157
Technological breakthrough product innovation
, 149
Technological opportunism
, 126
Technology driver firms
, 159
Technology-originated innovation
, 124–126, 132, 231, 234, 237, 242
Technology-push approach
, 230
Temporal costs
, 111
Tesla
, 33, 48
Thucydides’s Trap
, 25
Timeliness
, 175
Total product design concept
, 230–231
Toyota
, 120
Traditional decision-making approach
, 11, 18, 20, 22
Transparency and ongoing communication
, 310
Transportation Technical Services (TTS) database
, 263–266
Trust-commitment model
customer
, 306, 312–314
employee
, 306, 308–312
revisiting
, 304–308
Tsujihara, Kevin
, 170
TTS database. See Transportation Technical Services (TTS) database
Two-stage model
, 308
Unstructured data
, 8
User involvement
, 68
Value chain
, 157
Value proposition
, 157
Variety
, 8
Vehicles
, 6
Velocity
, 8
Viacom
, 125
Visual aesthetics
, 212–214, 219–221, 223, 224, 228
Volume
, 8
Walmart
, 4, 8–10
Warner Brothers
, 170
Willingness to cannibalize
, 234–235
Willingness to pay
experiential benefits
, 206–207, 212–213
hedonic vs. functional attributes
, 210–211
self-expressive benefits
, 206–207, 213–214
- Prelims
- Conceptual Papers
- Strategic Decision Making in an Information-Rich Environment: A Synthesis and an Organizing Framework for Innovation Research
- Successive Innovation in Digital and Physical Products: Synthesis, Conceptual Framework, and Research Directions
- Customer Involvement in Innovation: A Review of Literature and Future Research Directions
- Assessing the Relative Impact of Major Sources of Innovation on the Brand Equity of a Firm
- Innovation, Innovation Strategy, and Strategic Innovation
- Empirical Papers
- Market Foresight and New Product Outcomes
- Design, Emotions, and Willingness to Pay
- Design Orientation and New Product Performance
- The Business Performance Outcomes of Market Orientation Culture and Behaviors
- Drivers of Performance of Privately Owned, Rapid-Growth Firms: A Reconceptualization of the Trust–Commitment Model of Relationship Marketing
- Previous Volume Contents
- Index