Journal of Product Innovation Management最新文献

{"title":"Same model, same data, but different outcomes: Evaluating the impact of method choices in structural equation modeling","authors":"Marko Sarstedt,&nbsp;Susanne J. Adler,&nbsp;Christian M. Ringle,&nbsp;Gyeongcheol Cho,&nbsp;Adamantios Diamantopoulos,&nbsp;Heungsun Hwang,&nbsp;Benjamin D. Liengaard","doi":"10.1111/jpim.12738","DOIUrl":"10.1111/jpim.12738","url":null,"abstract":"<p>Scientific research demands robust findings, yet variability in results persists due to researchers' decisions in data analysis. Despite strict adherence to state-of the-art methodological norms, research results can vary when analyzing the same data. This article aims to explore this variability by examining the impact of researchers' analytical decisions when using different approaches to structural equation modeling (SEM), a widely used method in innovation management to estimate cause–effect relationships between constructs and their indicator variables. For this purpose, we invited SEM experts to estimate a model on absorptive capacity's impact on organizational innovation and performance using different SEM estimators. The results show considerable variability in effect sizes and significance levels, depending on the researchers' analytical choices. Our research underscores the necessity of transparent analytical decisions, urging researchers to acknowledge their results' uncertainty, to implement robustness checks, and to document the results from different analytical workflows. Based on our findings, we provide recommendations and guidelines on how to address results variability. Our findings, conclusions, and recommendations aim to enhance research validity and reproducibility in innovation management, providing actionable and valuable insights for improved future research practices that lead to solid practical recommendations.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 6","pages":"1100-1117"},"PeriodicalIF":10.1,"publicationDate":"2024-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12738","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140601571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovation theater in corporate venturing units: Cultural design as a (de)legitimizing mechanism","authors":"Anna Brattström,&nbsp;Dries Faems","doi":"10.1111/jpim.12736","DOIUrl":"10.1111/jpim.12736","url":null,"abstract":"<p>This paper builds theory on theatrical cultural design in corporate venturing units, such as manifested in playful esthetics (foosball tables and beanbags), startup lingo, or youthful behavior (building with Lego bricks and informal dressing). We develop a set of propositions, illuminating how theatrical cultural design can (de)legitimize corporate venturing units, highlighting three different functions: attention-direction function, social categorization function, and escapist function. In addition, we explain how such changes in legitimization can influence the resilience of corporate venturing units. Our framework contributes to an emergent debate on innovation theater by pointing to the possibility of innovation theater as a constructive process in contemporary innovation management practices.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 5","pages":"1047-1061"},"PeriodicalIF":10.1,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12736","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140601574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Development of a multidimensional scale to measure organizational creative capabilities","authors":"Guy Parmentier,&nbsp;Zeinab Sheet,&nbsp;Florence Jeannot,&nbsp;Romain Rampa","doi":"10.1111/jpim.12733","DOIUrl":"10.1111/jpim.12733","url":null,"abstract":"<p>Although the literature's case and longitudinal studies provide ample evidence of organizational routines that foster creative behaviors, it still lacks an integrative model of organizational creative capabilities (OCCs) and the quantitative evidence to validate such a model. This research is aimed at conceptualizing and developing a reliable and valid scale for OCCs. First, we define the OCC construct's domain by conducting an extensive literature review. We then generate a list of items for the five dimensions of OCCs through a qualitative study involving a group of 24 practitioners (Study 1a) and by surveying nine senior researchers (Study 1b). We refine the OCC scale using a sample of 269 responses collected in France and Canada (Study 2), and we conduct a first-order confirmatory factor analysis (Study 3). Finally, we perform a second-order confirmatory analysis (Study 4a) on samples of 220 responses collected mainly in the United States and Europe, generalize our results to a sample of 205 responses, and strengthen the predictive validity (Study 4b). Our results provide significant evidence that OCCs can be conceptualized around five dimensions: internal socialization routines, idea management routines, external openness routines, creative equipment routines, and internal agility routines. Furthermore, the research confirms the scale's good psychometric qualities, thus ensuring that researchers can be confident in the reliability of any future academic research design using the scale. We also validate the OCC scale's predictive validity by verifying that a five-dimensional reflective scale with 16 indicators has a significant positive effect on the creative outcome. This OCC scale can be used by practitioners to better understand the organizational routines they have to develop in order to strengthen their organization's creativity. It also provides a way for longitudinal studies to observe how OCCs evolve over time.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 6","pages":"1184-1209"},"PeriodicalIF":10.1,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140601719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mitigating the definitional quagmire in innovation research: An inclusive definition of innovation as a template for defining various types of innovations uniformly","authors":"Rajan Varadarajan","doi":"10.1111/jpim.12729","DOIUrl":"10.1111/jpim.12729","url":null,"abstract":"<p>A review of research on innovation and new product development points to certain foundational issues of concern such as the use of (1) different definitions of constructs germane to the field (e.g., definitions of innovation, innovativeness, and specific types of innovations), (2) different construct labels to refer to specific innovation types, and (3) the same construct label to refer to different innovation types. Over the years, scholars have cautioned that a body of research in a field of study that is based on different definitions of constructs germane to the field would slow the advancement of knowledge. Against this backdrop, the purpose of this Catalyst paper is to initiate a conversation on the prospects for mitigating the definitional quagmire in research on innovation and new product development by developing an inclusive definition of innovation that can be used as a template for defining various types of innovations uniformly. Toward this end, the paper proposes an inclusive definition of innovation based on idea, outcome, and value creation as the defining or essential characteristics of all innovations. Definitions of 10 specific types of innovations defined in a consistent manner, employing the proposed inclusive definition of innovation as a template are also presented. All else being equal, consistency across research studies in the definitions of constructs employed can be conducive to the advancement of knowledge in a field of study in several ways such as streamlining the curation of the research-based knowledge, facilitating the grounding of new research in prior research (i.e., curated knowledge), and eliminating differences across studies in the definitions of key constructs employed as a potential confound on the research findings.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 4","pages":"703-723"},"PeriodicalIF":10.5,"publicationDate":"2024-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140378178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Too much incentive to innovate? CEO stock option exercise and myopic R&D management","authors":"Xinchun Wang","doi":"10.1111/jpim.12731","DOIUrl":"10.1111/jpim.12731","url":null,"abstract":"<p>Innovation is a key driver of firm success. To encourage innovation, firms often offer equity-based compensation, such as stock options, to better align CEOs' personal interests with shareholder value. Drawing on agency theory, we argue that stock options may not always benefit a firm by encouraging innovation. Instead, we demonstrate that CEOs intending to exercise their stock options have the incentive to be myopic in R&amp;D management so that they can temporarily boost the stock price and, thus, increase their personal wealth. Using a unique multi-source dataset of 335 Standard &amp; Poor 500 companies from 2007 to 2015, we find evidence supporting this argument. Moreover, the findings suggest that factors that can affect the perceived pressure to promote innovation by CEOs might reshape the association between stock option exercise and myopic R&amp;D management. For example, power resulting from CEO duality decreases the perceived pressure to promote innovation, which increases the likelihood of CEOs engaging in myopic R&amp;D management when exercising their stock options. However, when shareholders present a long investment horizon or when firms have high innovativeness, CEOs perceive more pressure to promote innovation and thus are less likely to opt for myopic R&amp;D management while exercising stock options. The findings provide important insights for better understanding and controlling managerial myopia in innovation management.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 6","pages":"1141-1164"},"PeriodicalIF":10.1,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140153062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Together forever? How customer co-creation affects the adoption of digital service innovations over time","authors":"Sven Heidenreich,&nbsp;Slawka Jordanow,&nbsp;Tobias Kraemer,&nbsp;Martin Obschonka","doi":"10.1111/jpim.12727","DOIUrl":"10.1111/jpim.12727","url":null,"abstract":"<p>This study delves into the intricate relationship between customers' willingness to co-create (WCC) and the required level of co-creation (LCC) for effective service innovation adoption. In response to recent findings suggesting a “co-creation sweet spot,” beyond which additional co-creation activities have detrimental effects, this research aims to provide both theoretical and empirical insights into this phenomenon. Unlike previous investigations focusing on either the willingness to co-create or the level of co-creation at a particular point in time and overlooking potential interactions, our study considers their interactions over time, acknowledging that revenue for most digital services is generated through ongoing customer usage. Utilizing longitudinal data from 352 participants across four waves and employing structural equation modeling, our analysis reveals a nuanced pattern. Customers' willingness to co-create predominantly shapes usage intention in the pre-adoption stage, while the level of co-creation becomes a critical driver for continuous usage in the post-adoption stages. Further analysis using response surface analysis with polynomial regression confirms a specific matching logic: customers with low (high) willingness to co-create expect a low (high) level of co-creation from a service innovation. From a theoretical perspective, our findings contribute to bridging the research gap concerning an optimal co-creation level, offering insights into psychological processes underlying the co-creation sweet spot. Furthermore, we also shed light on temporal aspects of the interplay between willingness to co-create and the level of co-creation, offering a more holistic perspective on their joint influence on adoption behavior. From a managerial perspective, our study challenges the traditional assumption that more co-creation naturally leads to better outcomes. It emphasizes the significance of tailoring the level of co-creation in digital service innovations based on customers' intrinsic willingness. This strategic customization aligns with the evolving landscape of digital service innovation, offering practical insights for managers striving to optimize their co-creation strategies.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 5","pages":"1062-1090"},"PeriodicalIF":10.1,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12727","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140072252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of innovation in for-profit firms' tackling of grand challenges: Special issue editorial","authors":"Shlomo Yedidia Tarba,&nbsp;Mohammad Faisal Ahammad,&nbsp;Diana Gregory-Smith,&nbsp;Cary L. Cooper,&nbsp;Florian Bauer","doi":"10.1111/jpim.12728","DOIUrl":"10.1111/jpim.12728","url":null,"abstract":"","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 2","pages":"161-167"},"PeriodicalIF":10.5,"publicationDate":"2024-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140056743","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing corporate brands through service robots: The impact of anthropomorphic design metaphors on corporate brand perceptions","authors":"Nancy V. Wünderlich,&nbsp;Markus Blut,&nbsp;Christian Brock","doi":"10.1111/jpim.12726","DOIUrl":"10.1111/jpim.12726","url":null,"abstract":"<p>The increasing introduction of intelligent, interactive robots in the service industry raises concerns about the potential dehumanization of service provision and its influences on corporate brand perceptions. To avoid adverse effects, new service development (NSD) managers seemingly favor service robots that feature anthropomorphic design metaphors, so they appear more human-like. The current research investigates explicitly how customers' perception of a robot's anthropomorphic design metaphors might spill over to affect corporate brand perceptions. Study 1, a picture-based scenario study with 109 participants, reveals the impact of anthropomorphic design metaphors on untested corporate brand outcomes, such as brand trust and brand experience. Then Study 2, a video-based scenario study with 530 participants, addresses whether these effects depend on the service context. In Study 3, a field study of 393 participants, the authors examine how anthropomorphic design metaphors influence other firm-related outcomes (e.g., shopping enjoyment, sales). The combined results confirm that anthropomorphic design metaphors strongly affect brand trust and brand experience, as well as other critical firm-related outcomes; they also reveal notable context effects, such that customers of people-processing (e.g., care services) and mental-stimulus-processing (e.g., shopping assistance) services appear more likely to use anthropomorphic design metaphors as corporate brand cues. Our research encourages NSD managers and scholars to consider the effects of introducing anthropomorphic service robots on corporate brands.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 5","pages":"1022-1046"},"PeriodicalIF":10.1,"publicationDate":"2024-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12726","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139949555","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How does CEO–TMT exchange quality incongruence affect business model innovation? The moderating role of environmental dynamism","authors":"Yao Chen,&nbsp;Meng Chen,&nbsp;Hefu Liu,&nbsp;Henk W. Volberda,&nbsp;Cornelis V. Heij","doi":"10.1111/jpim.12724","DOIUrl":"https://doi.org/10.1111/jpim.12724","url":null,"abstract":"<p>In today's dynamic business environment, business model innovation (BMI) has become a strategic lever that businesses can harness to unlock new revenue opportunities and fortify their long-term competitive edge. BMI often hinges on the exchange relationships between chief executive officers (CEOs) and their top management team (TMT) members. However, in practice, CEOs and TMT members often have incongruent perceptions of these relationships, which may impede them from making joint efforts to achieve BMI. When such incongruence arises, relying solely on either the CEO's or the TMT members' perceptions of exchange quality might provide an incomplete understanding of the effect of CEO–TMT exchange quality on BMI. In this study, we investigate how CEO–TMT exchange quality incongruence influences BMI under various levels of environmental dynamism. Using archival industry data and matched survey data from 618 CEOs and 1854 TMT members in China, the polynomial regression and response surface analyses indicate that CEO–TMT exchange quality incongruence negatively affects BMI. This finding suggests that while high perceptions of exchange quality by both CEOs and TMTs independently contribute to BMI, an incongruent perception of exchange quality between CEOs and TMT members can undermine the success of BMI. Moreover, high levels of environmental dynamism aggravate the negative effect of CEO–TMT exchange quality incongruence on BMI. These findings enable us to offer new theoretical insights regarding the influence of the CEO–TMT exchange quality on BMI, thus complementing existing studies on antecedents of BMI and enriching literature on the outcomes of the CEO–TMT interface. Additionally, this study offers practical guidance for enhancing BMI through effective management of incongruent perceptions of CEO–TMT exchanges.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 5","pages":"949-971"},"PeriodicalIF":10.1,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141966696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How marketers influence product platform decisions: A configurational approach","authors":"Edwin J. Nijssen,&nbsp;Ties van Bommel","doi":"10.1111/jpim.12723","DOIUrl":"10.1111/jpim.12723","url":null,"abstract":"<p>This study identifies the political behavior marketers use to ensure the market fit of a new product platform. Drawing on two political NPD literature streams and configuration theory, the authors explain how (i) soft and hard influence tactics, (ii) reason, (iii) marketers' experience (with product and portfolio decisions), and (iv) the type of product platform (smart vs. conventional), together determine marketers' political effectiveness in gaining support for design modifications from the development team. The framework and hypotheses are tested using data from a sample of 100 influence attempts by marketers. A fuzzy set qualitative comparative analysis reveals no single, optimal solution but three “influence recipes.” First, we find a generic solution for both smart and conventional product platforms that combines marketer experience with reason and coalition building. Second, we note two additional solutions for smart product platforms: one consisting of marketer experience with coalition building and another one combining marketer experience with reason and assertiveness. Regression results reveal a positive relationship between marketers' influence behavior and platform performance in the marketplace, in support of a complementary and functional role of marketers' political behaviors in innovation management.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"41 3","pages":"600-622"},"PeriodicalIF":10.5,"publicationDate":"2024-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12723","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139516122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}