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首页> 外文期刊>Journal of product innovation management >New Product Success: Is It Really Controllable by Managers in Highly Turbulent Environments?
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New Product Success: Is It Really Controllable by Managers in Highly Turbulent Environments?

机译：新产品成功：在高度动荡的环境中，管理人员是否真的可以控制它？

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This research proposes and tests a model of direct and indirect effects linking four antecedents to new product success: (1) a proactive strategic orientation along with enabling (2) organic organizational structures should lead to more (3) innovativeness and (4) market intelligence. Innovativeness and market intelligence should in turn lead to greater new product success. The relationships among the four antecedents are not hypothesized to be moderated by environmental turbulence because their domain is intraorganizational. However, the relationships from intraorgani-zational constructs to new product success are hypothesized to be moderated by environmental turbulence because success depends in part on the environment in which the new product must compete. The model was tested using a sample composed of 202 small business units of manufacturers on the Fortune 500. The sample was heavily involved in new product development: Their average annual research and development budget was $360.4 million, and approximately 8.2% of sales came from products introduced in the last five years. A two-group structural equation model analysis supports the moderation model overall and reveals the pattern of direct, indirect, and total effects. The results show that innovativeness (but not market intelligence) directly predicts new product success when turbulence is high, whereas market intelligence (but not innovativeness) directly engenders new product success in low turbulence. Environmental turbulence also affects the total indirect impact of strategy proactiveness and organizational organicity on new product success. These indirect effects operate through innovativeness and market intelligence as complete mediators.
机译：这项研究提出并测试了将四个前因与新产品成功联系在一起的直接和间接影响的模型：（1）积极的战略方向以及促成的（2）有机组织结构应带来更多的（3）创新性和（4）市场情报。创新和市场情报应反过来会导致新产品取得更大的成功。四个前提条件之间的关系没有被假定为受环境动荡的影响，因为它们的域是组织内的。但是，从组织内部构造到新产品成功的关系被假定为受环境动荡的影响，因为成功部分取决于新产品必须在其中竞争的环境。该模型使用由财富500强中202个制造商的小型业务部门组成的样本进行了测试。该样本大量参与新产品开发：他们的平均每年研发预算为3.604亿美元，其中约8.2％的销售额来自产品最近五年推出。两组结构方程模型分析总体上支持缓和模型，并揭示了直接，间接和总体影响的模式。结果表明，在动荡较高的情况下，创新性（而非市场情报）直接预测新产品的成功，而在低动荡性中，市场情报（而非创新性）直接促使新产品成功。环境动荡还影响战略主动性和组织有机性对新产品成功的总体间接影响。这些间接效应通过创新和市场情报作为完整的中介者发挥作用。

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