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A Manager's Perspective on Virtual Customer Integration for New Product Development

机译：经理对新产品开发中虚拟客户集成的看法

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摘要

Despite the high potential of virtual customer integration (VCI) methods for new product development (NPD) mentioned in the literature, practical use is still limited. This paper aims to provide a deeper understanding of managers' perspectives on VCI and their intentions to use these methods for NPD. The theory of planned behavior (TPB) served as basis for developing a research model, which considers managers' cognition, attitude, subjective norms, and perceived behavioral control as important factors affecting their intention to apply VCI. Because more recent literature has expressed doubts about the explanatory potential of the rather simple TPB model, a more complex alternative model was proposed for comparison. The alternative model included the market orientation of the company, the hierarchical position of the innovation manager as well as the manager's level of innovativeness as additional explanatory variables. An empirical online study was conducted in the field of consumer goods and services. Based on a sample of 216 German-speaking innovation managers, the results show that the model derived from the TPB explains 68% of the variance in the managers' intention to apply VCI compared with 69% of variance explained by the model containing additional explanatory variables. An extension of the model does not significantly improve its explanatory power. Managers show high interest in virtually integrating customers in NPD processes. Managers consider identification of future customer needs, a broader decision basis, increased efficiency in gathering and use of customer information, and increased customer retention as major advantages of VCI. Disadvantages considered by managers in making their overall judgment are the lack of secrecy and only incremental innovations. The perceived potential contribution of VCI to NPD, the assessment of its general acceptance within the company, and the perceived ability of innovation managers to successfully implement VCI mainly influence the adoption decision. Managers' attitudes toward VCI have no significant influence on their intention to use VCI. The results suggest that strong promotion of VCI through senior management would enforce the positive effect of subjective norms on applying VCI. Measures such as including VCI on innovation managers 'personal scorecard, trainings offered, and cross-functional meetings could help speed up VCI in NPD processes by increasing innovation managers' perceived behavioral control toward VCI.
机译：尽管文献中提到了虚拟客户集成（VCI）方法用于新产品开发（NPD）的巨大潜力，但实际使用仍然受到限制。本文旨在对管理者对VCI的观点及其将这些方法用于NPD的意图提供更深入的了解。计划行为理论（TPB）是开发研究模型的基础，该模型将经理的认知，态度，主观规范和感知的行为控制视为影响其应用VCI意图的重要因素。由于较新的文献对相当简单的TPB模型的解释潜力表示怀疑，因此提出了一个更复杂的替代模型进行比较。替代模型包括公司的市场定位，创新经理的等级位置以及经理的创新水平，作为附加的解释变量。在消费品和服务领域进行了在线实证研究。基于对216位德语为母语的创新经理人的抽样调查，结果表明，TPB得出的模型解释了68％的经理人应用VCI的意愿差异，而模型所解释的69％的差异包含了额外的解释变量。模型的扩展不会显着提高其解释力。经理对将客户虚拟整合到NPD流程中表现出极大的兴趣。管理人员认为，确定未来客户需求，更广泛的决策依据，提高收集和使用客户信息的效率以及增加客户保留率是VCI的主要优势。管理者在做出整体判断时考虑的缺点是缺乏机密性，只有渐进式的创新。 VCI对NPD的潜在贡献，对公司内部普遍认可度的评估以及创新经理成功实施VCI的感知能力主要影响采用决策。管理人员对VCI的态度对其使用VCI的意图没有重大影响。结果表明，通过高级管理人员大力推广VCI将增强主观规范对VCI应用的积极作用。包括在创新经理人的个人记分卡上使用VCI，提供的培训以及跨职能会议等措施，可以通过增强创新经理对VCI的行为控制来帮助加快NPD流程中的VCI。

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  • 来源
    《Journal of product innovation management》 |2012年第6期|p.1031-1046|共16页
  • 作者

    Michael Bartl; Johann Fueller; Hans Muehlbacher; Holger Ernst;

  • 作者单位

    Department of Strategic Management, Marketing and Tourism, University of Innsbruck School of Management, Universitaetsstrasse 15, A-6020 Innsbruck, Austria;

    Germany, and researcher at the Innsbruck University School of Management;

    University of Innsbruck School of Management, Austria;

    Otto Beisheim School of Management, Vallendar, Germany where he holds the Chair for Technology and Innovation Management;

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