Decomposing product innovativeness and its effects on new product success
Decomposing product innovativeness and its effects on new product success
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DOI：
10.1111/j.1540-5885.2006.00213.x
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发表时间：
2006-09-01
影响因子：
10.5
通讯作者：
Cui, Anna S.
中科院分区：
文献类型：
--
作者：
Calantone, Roger J.;Chan, Kwong;Cui, Anna S.
产品创新是否影响新产品的成功？目前的研究提出，在调查结果的模糊性可能是由于过于全面的概念化的产品创新，错误地包括产品优势和客户熟悉的概念。这篇文章说明了如何经常使用相同的措施来评估产品优势与产品创新和产品创新与客户熟悉度。本研究将产品创新性的维度沿着概念线分解为不同的产品创新性、产品优势和客户熟悉度结构，澄清了测量使用中的这些成对重叠。为了进一步支持这种分解，结构方程模型被用来实证检验的区别。测量模型支持概念分离，路径模型揭示了产品创新的权变效应。虽然产品创新提高了产品优势，高水平的创新降低了客户的熟悉度，这表明，如果客户对新产品的性质不够熟悉，如果创新未能提高产品优势，产品创新可能会对新产品的成功不利。这项指标开发的实践还表明，在控制了产品优势和客户熟悉度之后，产品创新性对新产品盈利能力没有直接影响。这一发现对那些为了创新而错误地追求创新的公司有很大的影响。考虑分销和技术协同作用的驱动前因表明，即使存在不适当的创新水平，企业仍然可以提高新产品的成功。这导致了一个简单但强大的两步方法，将高度创新的产品推向市场。首先，企业应该只强调产品创新，当它涉及到产品优势和客户熟悉的市场相关的概念。第二，现有的技术和分销能力可以用来提高产品质量和客户的理解。特别是应利用分销渠道，以消除客户对新推出产品的不确定性。
Does product innovativeness affect new product success? The current research proposes that the ambiguity in findings may be due to an overly holistic conceptualization of product innovativeness that has erroneously included the concepts of product advantage and customer familiarity. This article illustrates how the same measures have often been used to assess product advantage with product innovativeness and product innovativeness with customer familiarity. These paired overlaps in measurement use are clarified in this research, which decomposes dimensions of product innovativeness along conceptual lines into distinct product innovativeness, product advantage, and customer familiarity constructs. To further support this decomposition, structural equation modeling is used to empirically test the distinctions. The measurement model supports the conceptual separation, and the path model reveals contingent effects of product innovativeness. Although product innovativeness enhances product advantage, a high level of innovativeness reduces customer familiarity, indicating that product innovativeness can be detrimental to new product success if customers are not sufficiently familiar with the nature of the new product and if innovativeness fails to improve product advantage. This exercise in metric development also reveals that after controlling for product advantage and customer familiarity, product innovativeness has no direct effect on new product profitability. This finding has strong implications for firms that mistakenly pursue innovation for its own sake. Consideration of both distribution and technical synergy as driving antecedents demonstrates how firms can still enhance new product success even if an inappropriate level of innovativeness is present. This leads to a simple but powerful two-step approach to bringing highly innovative products to market. First, firms should only emphasize product innovativeness when it relates to the market relevant concepts of product advantage and customer familiarity. Second, existing technical and distribution abilities can be used to enhance product quality and customer understanding. Distribution channels in particular should be exploited to counter customer uncertainty toward newly introduced products.