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This research investigates relationships among organizational strategic orientations, namely, entrepreneurial, technological, and proactive market orientations and their effects on new product development (NPD) program performance. Employing a sample of 183 U.S. technology-based companies, the study evaluates three possible models and shows positive effects of technological and proactive market orientations on entrepreneurial orientation. Results also show a positive effect of entrepreneurial orientation on NPD program performance. This study explains the importance of various strategic orientations and underscores the importance of converting firm strategic orientations into NPD program performance. [ABSTRACT FROM AUTHOR]

Will increasing employee participation in reward decisions increase new product performance by first increasing a firm's level of market orientation? Literature offers limited insight to the effects of listening to employees regarding reward system design and whether this may influence market orientation implementation and new product performance. This paper provides research to fill the gap by examining the relationship between participation-based reward systems, market orientation, and new product performance. Based on expectancy theory, a conceptual model was developed suggesting that participation-based rewards will increase market orientation by considering employees' desires regarding performance rewards. To test the model, a mixed method was used to collect data. First, in-depth interviews were conducted with managers from 11 different firms to verify the proposed model. Then a multi-industry sample of managers from 290 firms was surveyed to maximize generalizability of the results. Data were analyzed using structural equation modeling techniques to simultaneously fit the measurement and structural models. The findings show that market orientation significantly impacts objective new product performance and mediates the relationship between participation-based rewards and objective new product performance. Participation-based rewards positively affect market orientation but surprisingly affect new product performance negatively, while positively moderating the relationship between market orientation and new product performance. The results suggest that managers should include employee input in designing reward systems. However, managers should also be careful of how much input they allow employees in determining their rewards and goals as more input will improve market orientation or responding to information collected by, and disseminated throughout the firm, and that, in turn, will improve some types of new product performance. However, the direct effect of employee input can decrease new product performance suggesting that there may be a trade-off between various success measures of new products developed and introduced by the firm. [ABSTRACT FROM AUTHOR]

In this paper, the authors propose a model that extends current knowledge of firm interaction within new product alliances while identifying factors that influence the success of such relationships. Much work focused on market orientation in the 1990s, but recent research in marketing management and strategy shifted to other topics, thus, important issues have been neglected by the research community. Theoretical foundations drawn from social exchange theory and the dynamic capabilities view offer a framework for examining the influence of organizational factors, joint alliance factors, and relational factors on interfirm relationships under various external and internal environmental contexts relevant to current and emerging environmental conditions. Alliance market orientation is introduced as a key variable that moderates the relationship between the alliance factors and new product alliance performance, external environmental factors moderate the relationships between organizational factors and joint alliance factors, and relational factors moderate both sets of relationships. The proposed conceptual model offers a foundation for investigating the patterns of influence between firm- and alliance-level variables on new product alliance performance. The authors conclude with recommendations for empirically testing and extending this model in future research. [ABSTRACT FROM AUTHOR]