The role of market and entrepreneurship orientation on the successof new product development
Subject Areas : Entrepreneurship and Mnagement of Knowledge-based Firmszeinab esfandyari 1 , mohammad javad naeiji 2 *
1 -
2 - shahid beheshti university
Abstract :
This article examines the relationship between company orientation(entrepreneurial orientation and market orientation), internal control systems and new product development. Different researches results provide valuable insights on the role of the company orientation in New Product development. Entrepreneurial orientation helps the companies to have personal control in order to have great improvement in new product development activities .on the other hand market orientation emphasis more in output control than personal control in new product development. Manages in firms that emphasize output controls are evaluated and rewarded on the basis of objective financial criteria. Personal control on the other hand, focuses on long-term performance rather than short term financial targets. Generally personal control requires more time and has a higher coordination cost than output control. In recent decades, companies consider new product as a source of competitive advantage and means of anticipating the competitors. Some marketing research have found the relationship between market orientation and new product development. The goal of market orientation is to satisfy current market needs, rather than to develop new products targeted at emerging new needs. Some researchers criticize market orientation ,They suggest that entrepreneurship orientation must replace with market orientation. Some researches focus on one of the orientation , on the other hand they ignore the role of internal control systems as a mediating variable . Therefore we survey this subject completely. This study in terms of methodology is descriptive correlation.
1- رضا حجازی و محمدرضا حسینی مقدم، "تأثیر گرایش کارآفرینی بر عملکرد بانکها با تأکید بر نقش میانجی بازارگرایی. مطالعه موردی: بانکهای دولتی و خصوصی استان گیلان،" ماهنامه اجتماعی- اقتصادی، شماره 166، ص. 44-53، 1392.
2- نیکومرام و کامبیز حیدرزاده، "ارزیابی نقش گرایش کارآفرینانه، ساختار سازمانی و بازارگرایی بر عملکرد کسبوکار شرکتهای تولیدی (شرکتهای پذیرفتهشده در بورس اوراق بهادار)،" پایاننامه کارشناسیارشد، دانشگاه آزاد اسلامی واحد علوم تحقیقات.
3- حسن عباسزاده، حسن درویش، مهدی الوانی و جمشید صالحی صدقیانی، "الگوی راهبردی گرایش به کارآفرینی در نظام بانکی ایران،" مطالعات مدیریت راهبردی، شماره 7، ص 99-116، 1390.
4- مصطفی رضوی، محمدرضا زالی، محمود رشیدی، جاوید دیداری، "نقش گرایش کارآفرینانه در عملکرد سازمانی،" پژوهشنامه مدیریت اجرایی، شماره 5، ص 95-116، 1390.
5- A. Newman, D. Prajogo, and A. Atherton, “The influence of market orientation on innovation strategies,” Journal of Service Theory and Practice, Vol. 26, pp. 72-90, 2016.
6- C. Lechner, and S. V. Gudmundsson, “Entrepreneurial orientation, firm strategy and small firm performance,” International Small Business Journal, Vol. 32, pp. 36-60, 2014.
7- P. Carbonell and A. I. Rodríguez-Escudero, The individual and joint effects of process control and process-based rewards on new product performance and job satisfaction BRQ Business Research Quarterly, Vol. 19, pp. 26-39, 2016.
8- M. H. Morris, and G. W. Paul, “The relationship between entrepreneurship and marketing in established firms,” Journal of Business Venturing, Vol. 2, pp. 247-259, 1987.
9- Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, Vol. 29, pp. 770-791, 1983.
10- K. Kumar, R. Subramaniam, and C. Yauger, “Examining the market orientation performance relationship: A context specific study,” Journal of Management, Vol. 24, pp. 201-233, 1998.
11- N. A. Aziz, & N. M. Yassin, “How will market orientation and external environment influence the performance among SMEs in the agro-food sector in Malaysia?” International Business Research, Vol. 3, pp. 154-164, 2009.
12- U. Grissemann, A. Plank, and A. Brunner-Sperdin, “Enhancing business performance of hotels: The role of innovation and customer orientation,” International Journal of Hospitality Management, Vol. 33, pp. 347-356, 2013.
13- J. Foreman, N. Donthu, S. Henson, & A. Poddar, “The performance implications of planning, implementation, and evolution of firms’ customer and competitor orientations,” Journal of Marketing Theory and Practice, Vol. 22, pp. 349-366, 2014.
14- S. A. Rijsdijk, and L. van den Ende, “Control combinations in new product development projects,” Journal of Production and Innovation Management, Vol. 28, pp. 868-880, 2011.
15- J. Bisbe, and R. Malagueño, “How Control Systems Influence Product Innovation Processes: Examining the Role of Entrepreneurial Orientation,” Accounting and Business Research, Vol. 64, pp. 81-90, 2015.
16- L. Yuan, “The role of market and entrepreneurship orientation and internal control in the new product development activities of Chinese firms,” Industrial Marketing Management, Vol. 35, pp. 336-347, 2006.
17- J. C. Narver, and S. F. Slater, “The effect of a market orientation on business profitability,” Journal of Marketing, Vol. 54, pp, 20-35, 1990.
18- J. G. March, “Exploration and exploitation in organizational learning,” Organizational Science, Vol. 2, pp. 71-87, 1991.
19- Hitt, M. A., Hoskisson, R. E., Johnson, R. A., & Moesel, D. D. (1996). The market for corporate control and firm innovation. Academy of Management Journal, 39, 1084−1119.
20- S. Mohd, K. D. Zawawi, and D. Abdullah, “Entrepreneurial Orientation for Small and Medium Travel Agencies in Malaysia,” Procedia Economics and Finance, Vol. 32, pp. 115-120, 2016.
21- S. Gounaris, M. Tanyeri, G. J. Avlonitis, and A. A. Giannopoulos, “Balanced market orientation: Qualitative findings on a fragile equilibrium,” Managing Service Quality: An International Journal, Vol. 22, pp. 565-579, 2012.