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
Accepted author manuscript, 433 KB, PDF document
Available under license: CC BY-NC-ND
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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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 -