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Whether to Integrate R&D and Marketing: The Effect of Firm Competence

机译：是否整合研发与营销：企业竞争力的影响

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摘要

Integration of research and development (R&D) with marketing remains a frequent topic in the new product development (NPD) literature, largely because it represents a critical antecedent of new product performance (NPP). Two divergent opinions about this integration exist, such that those who contend that firms should pursue high levels of integration in every case provoke criticisms from those who propose that various NPD processes require different levels of integration. This paper proposes that the two perspectives can be reconciled by taking into account the fact that R&D and marketing are integrated mainly to combine critical knowledge (technological and market) that otherwise would be separate to achieve market success. Following Danneels 's approach, we investigate how the effect of R&D-marketing integration on performance change across four types of NPD processes: pure exploitation, pure exploration, technological competence exploitation, and market competence exploitation. Data derived from a deep study of 11 NPD projects by five firms, analyzed through qualitative methods, highlight the necessity to vary the level of integration according to the type of competence to be developed during the NPD process. Our analysis suggests two main conclusions. First, the effect of integration depends strictly on the type of competence that the firm uses to develop and launch a new product. Second, integration does not have a unique effect on performance, but it is necessary to distinguish between market performance (e.g., sales and market share) and process performance (e.g., meeting the planned budget and time to market). In some projects, the effect of integration on the two types of performance is diametrically opposite. In particular, we propose that (1) higher performance will be associated with lower integration in pure exploitative projects; (2) in projects that exploit existing market knowledge, higher market performance will be associated with a higher integration, although these projects tend to offer poor process performance regardless of integration level; (3) in projects that exploit technical knowledge, higher performance will be associated with higher integration; and (4) higher integration will be associated with higher market performance but poorer process performance in pure explorative projects.
机译：在新产品开发（NPD）文献中，研发（R＆D）与市场营销的集成仍然是一个经常讨论的话题，主要是因为它代表了新产品性能（NPP）的关键前提。关于这种整合存在两种不同的观点，以至于那些主张企业在每种情况下都应追求高度整合的人引起了那些提出各种NPD流程需要不同层次整合的人的批评。本文提出可以通过考虑以下事实来调和这两种观点：研发与市场营销主要是结合关键知识（技术和市场）相结合的事实，否则这些知识将分开获得市场成功。遵循Danneels的方法，我们研究了研发营销整合对NPD流程的四种类型的绩效影响如何变化：纯开发，纯探索，技术能力开发和市场能力开发。通过定性方法对五家公司对11个NPD项目进行的深入研究得出的数据强调，有必要根据NPD过程中要开发的能力类型来改变整合水平。我们的分析提出了两个主要结论。首先，整合的效果严格取决于公司用于开发和发布新产品的能力类型。第二，集成对性能没有独特的影响，但是有必要区分市场性能（例如，销售和市场份额）和流程性能（例如，满足计划的预算和上市时间）。在某些项目中，集成对两种性能的影响截然相反。特别是，我们建议（1）在纯开发项目中，较高的性能将与较低的集成度相关联； （2）在利用现有市场知识的项目中，更高的市场绩效将与更高的集成度相关联，尽管这些项目无论集成水平如何都往往提供较差的流程性能； （3）在利用技术知识的项目中，更高的性能将与更高的集成度相关联； （4）在纯粹的探索性项目中，更高的集成度会带来更高的市场绩效，但过程绩效会下降。

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  • 来源
    《Journal of product innovation management》 |2012年第5期|p.766-783|共18页
  • 作者

    Gaia Rubera; Andrea Ordanini; Roger Calantone;

  • 作者单位

    Department of Marketing, Eli Broad Graduate School of Management, Michigan State University, N370 Business Complex, East Lansing, MI 48824;

    Department of Marketing, Eli Broad Graduate School of Management, Michigan State University, N370 Business Complex, East Lansing, MI 48824;

    Department of Marketing, Eli Broad Graduate School of Management, Michigan State University, N370 Business Complex, East Lansing, MI 48824;

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