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Strategic imperatives for new product success: An internal stakeholder perspective

Gurjeet Kaur Sahi, Rupali Mahajan, Paul Jones Orcid Logo

Journal of Innovation and Knowledge, Volume: 9, Issue: 1, Start page: 100467

Swansea University Author: Paul Jones Orcid Logo

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DOI (Published version): 10.1016/j.jik.2024.100467

Abstract

PurposeDue to a high failure rate of new products, there is an urgent need to probe the drivers of new product success, by probing internal and external factors. Thus, our study empirically examines the synergistic effects of market orientation and entrepreneurial orientation (external focus) on new...

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Published in: Journal of Innovation and Knowledge
ISSN: 2444-569X
Published: Elsevier BV 2024
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URI: https://cronfa.swan.ac.uk/Record/cronfa65695
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first_indexed 2024-02-25T20:22:56Z
last_indexed 2024-02-25T20:22:56Z
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spelling v2 65695 2024-02-25 Strategic imperatives for new product success: An internal stakeholder perspective 21e2660aaa102fe36fc981880dd9e082 0000-0003-0417-9143 Paul Jones Paul Jones true false 2024-02-25 BBU PurposeDue to a high failure rate of new products, there is an urgent need to probe the drivers of new product success, by probing internal and external factors. Thus, our study empirically examines the synergistic effects of market orientation and entrepreneurial orientation (external focus) on new product success and investigates the mediating and moderating role of employee job satisfaction and intention to stay (internal focus) on this relationship.Design/methodology/approachData were generated through questionnaire from a sample of 226 employees in the competition-and technology-intensive sector. Hierarchical multiple regression was used to test the study's hypotheses.FindingsThe results indicate significant and positive synergistic effects of market and entrepreneurial orientation on new product success and also confirm the partial mediation of employee job satisfaction. The interaction effects of market (and entrepreneurial) orientation with intention to stay are found to be significant but negative, revealing that even at a lower level of staying intention, the influence of market (and entrepreneurial) orientation on new product success is strong.Practical implicationsThe study offers novel insights for policy makers to adopt a market-oriented culture along with entrepreneurial orientation to enhance the level of employees’ satisfaction, which would enhance their skills and energies toward the attainment of new product success.Theoretical contributionsThe strategic management literature has analysed the synergistic effects of market orientation and entrepreneurial orientation on the business performance but only from a managerial perspective. However, exploring this relationship from employees’ perspective remains sparse, more particularly when studying the influence of these strategic orientations on new product success. Journal Article Journal of Innovation and Knowledge 9 1 100467 Elsevier BV 2444-569X Market orientation, Entrepreneurial orientation, Employee job satisfaction, Intention to stay, New product success 1 3 2024 2024-03-01 10.1016/j.jik.2024.100467 COLLEGE NANME Business COLLEGE CODE BBU Swansea University SU College/Department paid the OA fee 2024-03-26T09:48:32.5306548 2024-02-25T20:15:57.6152837 Faculty of Humanities and Social Sciences School of Management - Business Management Gurjeet Kaur Sahi 1 Rupali Mahajan 2 Paul Jones 0000-0003-0417-9143 3 65695__29714__21337f95dd0249adb207b645580ae2d9.pdf 65695.VOR.pdf 2024-03-14T14:44:58.6500203 Output 847185 application/pdf Version of Record true Distributed under the terms of a Creative Commons Attribution CC-BY 4.0 licence. true eng http://creativecommons.org/licenses/by/4.0/
title Strategic imperatives for new product success: An internal stakeholder perspective
spellingShingle Strategic imperatives for new product success: An internal stakeholder perspective
Paul Jones
title_short Strategic imperatives for new product success: An internal stakeholder perspective
title_full Strategic imperatives for new product success: An internal stakeholder perspective
title_fullStr Strategic imperatives for new product success: An internal stakeholder perspective
title_full_unstemmed Strategic imperatives for new product success: An internal stakeholder perspective
title_sort Strategic imperatives for new product success: An internal stakeholder perspective
author_id_str_mv 21e2660aaa102fe36fc981880dd9e082
author_id_fullname_str_mv 21e2660aaa102fe36fc981880dd9e082_***_Paul Jones
author Paul Jones
author2 Gurjeet Kaur Sahi
Rupali Mahajan
Paul Jones
format Journal article
container_title Journal of Innovation and Knowledge
container_volume 9
container_issue 1
container_start_page 100467
publishDate 2024
institution Swansea University
issn 2444-569X
doi_str_mv 10.1016/j.jik.2024.100467
publisher Elsevier BV
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
description PurposeDue to a high failure rate of new products, there is an urgent need to probe the drivers of new product success, by probing internal and external factors. Thus, our study empirically examines the synergistic effects of market orientation and entrepreneurial orientation (external focus) on new product success and investigates the mediating and moderating role of employee job satisfaction and intention to stay (internal focus) on this relationship.Design/methodology/approachData were generated through questionnaire from a sample of 226 employees in the competition-and technology-intensive sector. Hierarchical multiple regression was used to test the study's hypotheses.FindingsThe results indicate significant and positive synergistic effects of market and entrepreneurial orientation on new product success and also confirm the partial mediation of employee job satisfaction. The interaction effects of market (and entrepreneurial) orientation with intention to stay are found to be significant but negative, revealing that even at a lower level of staying intention, the influence of market (and entrepreneurial) orientation on new product success is strong.Practical implicationsThe study offers novel insights for policy makers to adopt a market-oriented culture along with entrepreneurial orientation to enhance the level of employees’ satisfaction, which would enhance their skills and energies toward the attainment of new product success.Theoretical contributionsThe strategic management literature has analysed the synergistic effects of market orientation and entrepreneurial orientation on the business performance but only from a managerial perspective. However, exploring this relationship from employees’ perspective remains sparse, more particularly when studying the influence of these strategic orientations on new product success.
published_date 2024-03-01T09:48:30Z
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score 11.021648

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