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  • IMM_Manuscript_Ozdemir_Kandemir_Eng

    Rights statement: This is the author’s version of a work that was acceptedfor publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work 3since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 64, 2017 DOI: 10.1016/j.indmarman.2017.03.006

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The role of horizontal and vertical new product alliances in responsive and proactive market orientations and performance of industrial manufacturing firms

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<mark>Journal publication date</mark>1/07/2017
<mark>Journal</mark>Industrial Marketing Management
Volume64
Number of pages11
Pages (from-to)25-35
Publication statusPublished
Early online date29/03/17
Original languageEnglish

Abstract

This study examines different roles of new product alliance partners in enhancing responsive market orientation (RMO) and proactive market orientation (PMO) of industrial manufacturing firms in the context of learning in business-to-business (B2B) relationships. A survey of 146 firms shows that horizontal new product alliances with competitors provide access to similar industrial knowledge and know-how and thus help improve a manufacturing firm's RMO through exploitative learning. Although vertical new product alliances with suppliers may grant access to similar domains of knowledge, the findings of this study do not provide any support for their effect on a manufacturing firm's RMO. In contrast, the study shows that vertical new product alliances with research institutions provide access to a broader knowledge base and greater know-how with higher levels of non-redundancy and thus help improve a PMO through explorative learning. In addition, the results suggest that both RMO and PMO developed in different types of new product alliances enable a manufacturing firm to improve its new product performance and eventually its overall performance.

Bibliographic note

This is the author’s version of a work that was acceptedfor publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work 3since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 64, 2017 DOI: 10.1016/j.indmarman.2017.03.006