期刊
INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING
卷 34, 期 1, 页码 212-230出版社
ELSEVIER
DOI: 10.1016/j.ijresmar.2016.05.008
关键词
Sales; Marketing; Research and development; Cross-functional cooperation; New-product development
类别
This investigation explores the effectiveness of R&D-marketing cooperation as compared to R&D-sales cooperation for new-product development under different market and organizational circumstances in business-to-business settings. Using a cross-industry dyadic data set of 230 industrial firms, we show that the effects of R&D-marketing and R&D-sales cooperation on new-product advantage vary significantly, depending on the velocity of the market environment, company strategy, and R&D characteristics. Specifically, R&D-marketing cooperation exhibits a stronger association with new-product advantage if firms follow a cost leadership strategy, if R&D holds high power levels regarding new-product decisions, and if R&D collectivism is strongly pronounced. Conversely, R&D-sales cooperation exhibits a stronger effect on new-product advantage if technological turbulence is pronounced in the market, if the firm follows a differentiation strategy, and if R&D is influential in firm-wide budgeting decisions. These results may help firms decide which R&D cooperation type might be encouraged to maximize innovation success in a given situation. (C) 2016 Elsevier B.V. All rights reserved.
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