Strategic Orientation of the Firm and New Product Performance
Strategic Orientation of the Firm and New Product Performance
复制标题
DOI：
10.1177/002224379703400107
复制
发表时间：
1997-02
影响因子：
6.1
通讯作者：
H. Gatignon;J. Xuereb
中科院分区：
文献类型：
--
作者：
H. Gatignon;J. Xuereb
作者试图了解的三个不同的战略取向的公司（客户，竞争力和技术）是更合适的，什么时候，为什么是这样的背景下，开发产品创新。他们提出了一个结构模型的影响的战略导向的公司的新产品的性能。研究结果为以下最佳实践提供了证据：（1）希望开发出优于竞争的上级创新产品的企业必须具有强有力的技术导向：（2）在高增长市场中，竞争导向是有用的，因为它使企业能够以较低的成本开发创新产品，这是成功的关键因素;（3）在需求相对不确定的市场中，企业应该以消费者和技术为导向--这些导向共同导致产品表现更好，企业将能够更好地营销创新，从而实现上级水平的表现;（4）当需求不太不确定时，竞争导向对市场创新是有用的，但在高度不确定的市场中，竞争导向应该被淡化。
The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of developing product innovations. They propose a structural model of the impact of the strategic orientation of the firm on the performance of a new product. The results provide evidence for best practices as follows: (1) A firm wishing to develop an innovation superior to the competition must have a strong technological orientation; (2) a competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success; (3) firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain—together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance; and (4) a competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.