Resolving the Capability-Rigidity Paradox in New Product Innovation  

Oleh:

Atuahene-Gima, Kwaku

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Journal of Marketing (EBSCO) vol. 69 no. 4 (Oct. 2005), page 61-83.
Topik: PRODUCT INNOVATION; competence; capability

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ94.9 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Managers face an improtant startegic dilemma in product innovaton, how to exploit existing product innovation competencies (competence exploration) while avoiding their dysfunctional rigidity effects by renewing and replacing them with entirely new competencies (competence exploration). Although the resolution of what is termed the capability rigidity paradox is considered a fundamental managerial task in enhancing product innovation outcomes and the firm;s copetitive advantage, it has received little research attwntion. The author argues and finds support that amrket orientation provides a key to this paradox. Specifically, customer and competitor orientations ensure simultaneous investments in exploiting existing product innovation competencies and exploring new ones. The author also finds that the effects of these orientations on competence exploitations and exploration are differentually moderated by interfucntional coordination and perceived market opportunity. Regarding outcomes, competence exploitation and exploration have opposing relationships with incremental and radical innovation performance. however, the relationshp between competence exploration and radical innovation performance is positively moderated by interfunctional coordination. Overall the results of this study suggest that market orientation can prevent a firm from becoming oeprationally efficient but startegically inefficient by simultaneously engendering competence exploitation and exploration, which are differentially related to incremental and radical product innovation outcomes.

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