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Market-oriented product development as an organizational learning capability: findings from two cases

  • Kok, Robert A.W.
  • Hillebrand, Bas
  • Biemans, Wim G.

    (Groningen University)

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    Conceptualizing market orientation at the level of the product development process is relevant, because market orientation is a highly critical factor for new product success and this conceptualization can be used as a starting-point to transform the whole organization into a more market oriented one. Market-oriented product development appears to be more than carrying out a number of marketing activities in a product development process. Using concepts from resourcebased theory and organizational learning theory, we draw up a conceptual framework of marketoriented product development as an organizational learning capability substantiated by findings from two case studies. This capability encapsulates the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behavior in product development and improve this market learning behavior. This conceptualization stimulates research on operationalizing market orientation in the managerial context of a critical business process and research on enhancing the degree of market orientation.

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    Paper provided by University of Groningen, Research Institute SOM (Systems, Organisations and Management) in its series Research Report with number 02B13.

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    Date of creation: 2002
    Date of revision:
    Handle: RePEc:dgr:rugsom:02b13
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    1. Abbie Griffin & John R. Hauser, 1993. "The Voice of the Customer," Marketing Science, INFORMS, vol. 12(1), pages 1-27.
    2. Griffin, Abbie. & Hauser, John R. & Griffin, Abbie, 1994. "Integrating R&D and marketing : a review and analysis of the literature," Working papers #112-94. Working paper (S, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    3. Lichtenthal, J. David & Wilson, David T., 1992. "Becoming market oriented," Journal of Business Research, Elsevier, vol. 24(3), pages 191-207, May.
    4. Atuahene-Gima, Kwaku, 1996. "Market orientation and innovation," Journal of Business Research, Elsevier, vol. 35(2), pages 93-103, February.
    5. Kahn, Kenneth B. & Mentzer, John T., 1994. "Norms that distinguish between marketing and manufacturing," Journal of Business Research, Elsevier, vol. 30(2), pages 111-118, June.
    6. Crawford, C. Merle, 1986. "Evaluating new products: A system, not an act," Business Horizons, Elsevier, vol. 29(6), pages 48-55.
    7. Slater, Stanley F. & Narver, John C., 2000. "The Positive Effect of a Market Orientation on Business Profitability: A Balanced Replication," Journal of Business Research, Elsevier, vol. 48(1), pages 69-73, April.
    8. Hult, G. Tomas M. & Ferrell, O. C., 1997. "A global learning organization structure and market information processing," Journal of Business Research, Elsevier, vol. 40(2), pages 155-166, October.
    9. Gary Burchill & Charles H. Fine, 1997. "Time Versus Market Orientation in Product Concept Development: Empirically-Based Theory Generation," Management Science, INFORMS, vol. 43(4), pages 465-478, April.
    10. Allard-Poesi, Florence, 1998. "Representations And Influence Processes In Groups: Towards A Socio-Cognitive Perspective On Cognition In Organization," Scandinavian Journal of Management, Elsevier, vol. 14(4), pages 395-420, December.
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