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    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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The role of horizontal and vertical new product alliances in responsive and proactive market orientations and performance of industrial manufacturing firms. / Ozdemir, Sena; Kandemir, Destan; Eng, Teck Yong.

In: Industrial Marketing Management, Vol. 64, 01.07.2017, p. 25-35.

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@article{8f0da84c2cb4444aa040280542cccd40,
title = "The role of horizontal and vertical new product alliances in responsive and proactive market orientations and performance of industrial manufacturing firms",
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.",
keywords = "Business-to-business new product alliances, New product performance, Organizational learning, Proactive market orientation, Responsive market orientation",
author = "Sena Ozdemir and Destan Kandemir and Eng, {Teck Yong}",
note = "This is the author{\textquoteright}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",
year = "2017",
month = jul
day = "1",
doi = "10.1016/j.indmarman.2017.03.006",
language = "English",
volume = "64",
pages = "25--35",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - The role of horizontal and vertical new product alliances in responsive and proactive market orientations and performance of industrial manufacturing firms

AU - Ozdemir, Sena

AU - Kandemir, Destan

AU - Eng, Teck Yong

N1 - 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

PY - 2017/7/1

Y1 - 2017/7/1

N2 - 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.

AB - 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.

KW - Business-to-business new product alliances

KW - New product performance

KW - Organizational learning

KW - Proactive market orientation

KW - Responsive market orientation

U2 - 10.1016/j.indmarman.2017.03.006

DO - 10.1016/j.indmarman.2017.03.006

M3 - Journal article

AN - SCOPUS:85016566797

VL - 64

SP - 25

EP - 35

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -