Innovation, marketing strategy, environment, and performance

Innovation, marketing strategy, environment, and performance The contribution of innovation to corporate survival and growth is an accepted notion in much of management. Typologies of strategic orientations of companies based on innovation have been developed and analyzed. Most of these typologies focus on a single dimension of innovation. This study, using the PIMS database, develops a typology of businesses based on multiple dimensions of innovation and examines their marketing strategies and performance. Results suggest that innovative types have different marketing orientations and performance levels, some of which confirm findings based on other typologies. A major implication in terms of performance is that great care must be taken in adopting an innovation posture. For example, extremely aggressive rates of product introductions are associated with poor marketing (absolute and relative market share) and financial performance but high market share growth. Pioneering a market results in superior all around performance, whereas late entry is associated with poor performance. The findings suggest a need to examine the type of innovation, the type of performance outcome, and the time frame for assessment when evaluating the type of performance outcome, and the time frame for assessment when evaluating the contributions of innovation to corporate survival and growth. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Research Elsevier

Innovation, marketing strategy, environment, and performance

Journal of Business Research, Volume 35 (1) – Jan 1, 1996

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Publisher
Elsevier
Copyright
Copyright © 1996 Elsevier Ltd
ISSN
0148-2963
eISSN
1873-7978
D.O.I.
10.1016/0148-2963(95)00056-9
Publisher site
See Article on Publisher Site

Abstract

The contribution of innovation to corporate survival and growth is an accepted notion in much of management. Typologies of strategic orientations of companies based on innovation have been developed and analyzed. Most of these typologies focus on a single dimension of innovation. This study, using the PIMS database, develops a typology of businesses based on multiple dimensions of innovation and examines their marketing strategies and performance. Results suggest that innovative types have different marketing orientations and performance levels, some of which confirm findings based on other typologies. A major implication in terms of performance is that great care must be taken in adopting an innovation posture. For example, extremely aggressive rates of product introductions are associated with poor marketing (absolute and relative market share) and financial performance but high market share growth. Pioneering a market results in superior all around performance, whereas late entry is associated with poor performance. The findings suggest a need to examine the type of innovation, the type of performance outcome, and the time frame for assessment when evaluating the type of performance outcome, and the time frame for assessment when evaluating the contributions of innovation to corporate survival and growth.

Journal

Journal of Business ResearchElsevier

Published: Jan 1, 1996

References

  • Strategic Types, Distinctive Marketing Competencies and Organizational Performance: A Multiple Measures-Based Study
    Conant, J.S.; Mokwa, M.P.; Varadarajan, P.Rajan
  • An Empirical Analysis of Strategy Types
    Galbraith, C.; Schendel, D.
  • Determinants of Organizational Performance: An Interdisciplinary Review
    Lenz, R.T.
  • A Taxonomy of Technological Settings, with Related Strategies and Performance Levels
    Miller, A.
  • Strategy-making and Environment: The Third Link
    Miller, D.; Friesen, P.H.
  • Contingencies Affecting Strategy Formulation and Effectiveness: An Empirical Study
    Paine, F.T.; Anderson, C.R.
  • Environment-Strategy Coalignment: An Empirical Test of its Performance Implications
    Venkatraman, N.; Prescott, J.E.
  • Generic Strategies and Business Performance: An Empirical Study of the Screw Machine Products Industry
    Wright, P.; Kroll, M.; Tu, H.; Helms, M.

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