The Contingent Value of Responsive and Proactive Market Orientations for New Product Program Performance
暂无分享,去创建一个
[1] R. Gulati. Is Slack Good or Bad for Innovation ? , 2007 .
[2] Mary J. Benner,et al. Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited , 2003 .
[3] J. Mentzer,et al. The Effects of Entrepreneurial Proclivity and Market Orientation on Business Performance , 2002 .
[4] Anthony W. Ulwick. Turn customer input into innovation. , 2002, Harvard business review.
[5] G. Hult,et al. Does market orientation matter?: a test of the relationship between positional advantage and performance , 2001 .
[6] K. Atuahene–Gima,et al. An Empirical Investigation of the Effect of Market Orientation and Entrepreneurship Orientation Alignment on Product Innovation , 2001 .
[7] J. Mentzer,et al. The Effects of Strategy Type on the Market Orientation–Performance Relationship , 2000 .
[8] Kwaku Atuahene-Gima,et al. Cross-Functional Influence in New Product Development: An Exploratory Study of Marketing and R&D Perspectives , 2000 .
[9] O. Ferrell,et al. The effect of market orientation on product innovation , 2000 .
[10] Shelby D. Hunt,et al. Marketing’s contribution to business strategy: market orientation, relationship marketing and resource‐advantage theory , 2000 .
[11] Bernard J. Jaworski,et al. Market-driven versus driving markets , 2000 .
[12] John C. Narver,et al. Total market orientation, business performance, and innovation , 2000 .
[13] James M. Sinkula,et al. Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance , 1999 .
[14] James M. Sinkula,et al. The synergistic effect of market orientation and learning orientation on organizational performance , 1999 .
[15] James M. Hulbert,et al. To Serve or Create? Strategic Orientations toward Customers and Innovation , 1999 .
[16] John Hulland,et al. Use of partial least squares (PLS) in strategic management research: a review of four recent studies , 1999 .
[17] Jin K. Han,et al. Market Orientation and Organizational Performance: Is Innovation a Missing Link? , 1998 .
[18] John C. Narver,et al. RESEARCH NOTES AND COMMUNICATIONS CUSTOMER-LED AND MARKET-ORIENTED : LET ’ S NOT CONFUSE THE TWO , 2008 .
[19] Rohit Deshpandé,et al. Measuring Market Orientation: Generalization and Synthesis , 1998 .
[20] G. Hult,et al. Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination , 1998 .
[21] Mark A. Mone,et al. Organizational Decline and Innovation: A Contingency Framework , 1998 .
[22] J. Fredrickson,et al. TOP MANAGEMENT TEAM AGREEMENT ABOUT THE STRATEGIC DECISION PROCESS: A TEST OF SOME OF ITS DETERMINANTS AND CONSEQUENCES , 1997 .
[23] Clayton M. Christensen,et al. CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS , 1996 .
[24] Ajay K. Kohli,et al. Market Intelligence Dissemination across Functional Boundaries , 1996 .
[25] K. Atuahene–Gima,et al. Market Orientation and Innovation , 1996 .
[26] K. Atuahene–Gima,et al. An exploratory analysis of the impact of market orientation on new product performance a contingency approach , 1995 .
[27] Kwaku Atuahene-Gima,et al. An Exploratory Analysis of the Impact of Market Orientation on New Product Performance , 1995 .
[28] John C. Narver,et al. Market Orientation and the Learning Organization , 1995 .
[29] C. Prahalad,et al. Competing for the Future , 1994 .
[30] G. Day. The Capabilities of Market-Driven Organizations , 1994 .
[31] Barton A. Weitz,et al. Learning Orientation, Working Smart, and Effective Selling , 1994 .
[32] John C. Narver,et al. Does Competitive Environment Moderate the Market Orientation-Performance Relationship?: , 1994 .
[33] Daniel A. Levinthal,et al. The myopia of learning , 1993 .
[34] J. Workman. Marketing's Limited Role in New Product Development in One Computer Systems Firm , 1993 .
[35] A. Griffin,et al. An Interim Report on Measuring Product Development Success and Failure , 1993 .
[36] Bernard J. Jaworski,et al. Market orientation: Antecedents and consequences , 1993 .
[37] Frances J. Milliken,et al. The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration , 1992 .
[38] S. Floyd,et al. Managing strategic consensus: the foundation of effective implementation , 1992 .
[39] Charlotte H. Mason,et al. Collinearity, power, and interpretation of multiple regression analysis. , 1991 .
[40] J. March. Exploration and exploitation in organizational learning , 1991, STUDI ORGANIZZATIVI.
[41] S. West,et al. Multiple Regression: Testing and Interpreting Interactions , 1991 .
[42] Bernard J. Jaworski,et al. Market orientation: The construct, research propositions, and managerial implications. , 1990 .
[43] Daniel A. Levinthal,et al. ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION , 1990 .
[44] Vijay Mahajan,et al. New Product Diffusion Models in Marketing: A Review and Directions for Research: , 1990 .
[45] John C. Narver,et al. The Effect of a Market Orientation on Business Profitability , 1990 .
[46] P. M. Podsakoff,et al. Self-Reports in Organizational Research: Problems and Prospects , 1986 .
[47] C. B. Schoonhoven. Problems with contingency theory: testing assumptions hidden within the language of contingency "theory.". , 1981, Administrative science quarterly.
[48] C. Fornell,et al. Evaluating structural equation models with unobservable variables and measurement error. , 1981 .
[49] Robert N. Stern,et al. The External Control of Organizations: A Resource Dependence Perspective. , 1979 .