New Product Exploration Under Environmental Turbulence

References

• Abernathy W. J., Utterback J. M. Patterns of industrial innovation. Tech. Rev. (1978) 80(7):40–48Google Scholar
• Aguilar F. J.Scanning the Business Environment (1967) (Macmillan, New York) Google Scholar
• Aiken L. S., West S. G.Multiple Regression: Testing and Interpreting Interactions (1991) (Sage, Thousand Oaks, CA) Google Scholar
• Andrews J., Smith D. C. In search of marketing imagination: Factors affecting the creativity of marketing programs for mature products. J. Marketing Res. (1996) 33(2):174–187Crossref, Google Scholar
• Andriopoulos C., Lewis M. W. Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organ. Sci. (2009) 20(4):696–717Link, Google Scholar
• Armstrong J. S., Overton T. S. Estimating nonresponse bias in mail surveys. J. Marketing Res. (1977) 14(3):396–402Crossref, Google Scholar
• Atuahene-Gima K. Resolving the capability–rigidity paradox in new product innovation. J. Marketing (2005) 69(4):61–83Crossref, Google Scholar
• Atuahene-Gima K., Li H. Strategic decision comprehensiveness and new product development outcomes in new technology ventures. Acad. Management J. (2004) 47(4):583–597Crossref, Google Scholar
• Bagozzi R., Yi Y., Phillips L. W. Assessing construct validity in organizational research. Admin. Sci. Quart. (1991) 36(4):421–458Crossref, Google Scholar
• Barringer B. R., Bluedorn A. C. The relationship between corporate entrepreneurship and strategic management. Strategic Management J. (1999) 20(5):421–444Crossref, Google Scholar
• Benner M. J., Tushman M. L. Process management and technological innovation: A longitudinal study of the photography and paint industries. Admin. Sci. Quart. (2002) 47(4):676–706Crossref, Google Scholar
• Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28(2):238–256Crossref, Google Scholar
• Bhattacharya S., Krishnan V., Mahajan V. Managing new product definition in highly dynamic environment. Management Sci. (1998) 44(11):50–64Link, Google Scholar
• Bourgeois L. J. On the measurement of organizational slack. Acad. Management Rev. (1981) 6(1):29–39Crossref, Google Scholar
• Brown S. L., Eisenhardt K. M.Competing on the Edge: Strategy as Structured Chaos (1998) (Harvard Business School Press, Boston) Google Scholar
• Buganza T., Verganti R. Life-cycle flexibility: How to measure and improve the innovative capability in turbulent environments. J. Product Innovation Management (2006) 23(5):393–407Crossref, Google Scholar
• Chandy R. K., Tellis G. J. Organizing for radical product innovation: The overlooked role of willingness to cannibalize. J. Marketing Res. (1998) 35(4):474–487Crossref, Google Scholar
• Cooper R. G., Kleinschmidt E. J. New products: What separates winners from losers? J. Product Innovation Management (1987) 4(3):169–184Crossref, Google Scholar
• Crampton S. M., Wagner J. A. Percept–percept inflation in microorganizational research: An investigation of prevalence and effect. J. Appl. Psych. (1994) 79(1):67–76Crossref, Google Scholar
• Daft R. L., Weick K. E. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9(2):284–295Crossref, Google Scholar
• Daft R. L., Sormunen J., Parks D. Chief executive scanning, environmental characteristics, and company performance: An empirical study. Strategic Management J. (1988) 9(2):123–139Crossref, Google Scholar
• Damanpour F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Acad. Management J. (1991) 34(3):555–590Crossref, Google Scholar
• Danneels E. The dynamics of product innovation and firm competences. Strategic Management J. (2002) 23(12):1095–1121Crossref, Google Scholar
• Danneels E. Tight-loose coupling with customers: The enactment of customer orientation. Strategic Management J. (2003) 24(6):559–576Crossref, Google Scholar
• Danneels E., Kleinschmidt E. J. Product innovativeness from the firm's perspective: Its dimensions and their relation with project selection and performance. J. Product Innovation Management (2001) 18(6):357–373Crossref, Google Scholar
• D'Aveni R. A.Hypercompetition: Managing the Dynamics of Strategic Maneuvering (1994) (Free Press, New York) Google Scholar
• Day G. S. Misconceptions about market orientation. J. Market-Focused Management (1999) 4(1):5–16Crossref, Google Scholar
• Deephouse D. L. To be different, or to be the same? It's a question (and theory) of strategic balance. Strategic Management J. (1999) 20(2):147–166Crossref, Google Scholar
• Dess G. G., Beard D. W. Dimensions of organizational task environments. Admin. Sci. Quart. (1984) 29(1):52–73Crossref, Google Scholar
• Durand T., Guerra-Vieira S., Thomas H., O'Neal D., Alvarado R. Competence-based strategies when facing innovation: But what is competence? Strategic Discovery: Competing in New Arenas (1997) (John Wiley & Sons, New York) 79–97Google Scholar
• Eisenhardt K. M., Martin J. A. Dynamic capabilities: What are they? Strategic Management J. (2000) 21(10/11):1105–1121Crossref, Google Scholar
• Evans M. G. A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organ. Behav. Human Decision Processes (1985) 36(3):305–323Crossref, Google Scholar
• Fredrickson J. W. Effects of decision motive and organizational performance level on strategic decision processes. Acad. Management J. (1985) 28(4):821–843Crossref, Google Scholar
• Fryer B., Stewart T. A. Cisco sees the future. Harvard Bus. Rev. (2008) 86(11):72–79Google Scholar
• Garg V. K., Walters B. A., Priem R. L. Chief executive scanning emphases, environmental dynamism, and manufacturing firm performance. Strategic Management J. (2003) 24(8):725–744Crossref, Google Scholar
• Gerbing D. W., Anderson J. C. An updated paradigm for scale development incorporating unidimensionality and its assessment. J. Marketing Res. (1988) 25(2):186–192Crossref, Google Scholar
• Gnyawali D. R., Stewart A. C. A contingency perspective on organizational learning: Integrating environmental context, organizational learning processes, and types of learning. Management Learn. (2003) 34(1):63–89Crossref, Google Scholar
• Gupta A. K., Smith K. G., Shalley C. E. The interplay between exploration and exploitation. Acad. Management J. (2006) 49(4):693–706Crossref, Google Scholar
• He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494Link, Google Scholar
• Jaccard J., Wan C. K., Turrisi R. The detection and interpretation of interaction effects between continuous variables in multiple regression. Multivariate Behav. Res. (1990) 25(4):467–478Crossref, Google Scholar
• Jansen J. J. P., Van Den Bosch F. A. J., Volberda H. W. Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. (2006) 52(11):1661–1674Link, Google Scholar
• Jaworski B. J., Kohli A. K. Market orientation: Antecedents and consequences. J. Marketing (1993) 57(3):53–70Crossref, Google Scholar
• Kamien M. I., Schwartz N. L.Market Structure and Innovation (1982) (Cambridge University Press, New York) Google Scholar
• Kanter R. M., Staw B. M., Cummings L. L. When a thousand flowers bloom: Structural, collective, and social conditions for innovation in organizations. Research in Organizational Behavior (1988) 10(JAI Press, Greenwich, CT) 169–211Google Scholar
• Katila R., Ahuja G. Something old, something new: A longitudinal study of search behavior and new product introduction. Acad. Management J. (2002) 45(6):1183–1194Crossref, Google Scholar
• Kessler E. H., Chakrabarti A. K. Innovation speed: A conceptual model of context, antecedents, and outcomes. Acad. Management Rev. (1996) 21(4):1143–1191Crossref, Google Scholar
• Kyriakopoulos K., Moorman C. Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation. Internat. J. Res. Marketing (2004) 21(3):219–240Crossref, Google Scholar
• Lang L. H. P., Stulz R. M. Tobin's q, corporate diversification, and firm performance. J. Political Econom. (1994) 102(6):1248–1280Crossref, Google Scholar
• Lawrence P. R., Lorsch J. W. Differentiation and integration in complex organizations. Admin. Sci. Quart. (1967) 12(1):1–47Crossref, Google Scholar
• Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14(Winter):95–112Crossref, Google Scholar
• Levitt B., March J. G. Organizational learning. Annual Rev. Sociol. (1988) 14:319–340Crossref, Google Scholar
• March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87Link, Google Scholar
• Mason C. H., Milne G. R. An approach identifying cannibalization within product line extensions and multi-brand strategies. J. Bus. Res. (1994) 31(2–3):163–170Crossref, Google Scholar
• McGrath R. G. Exploratory learning, innovative capacity, and managerial oversight. Acad. Management J. (2001) 44(1):118–131Crossref, Google Scholar
• Miller D., Friesen P. H. Strategy-making and environment: The third link. Strategic Management J. (1983) 4(3):221–235Crossref, Google Scholar
• Moorman C., Miner A. S. The impact of organizational memory on new product performance and creativity. J. Marketing Res. (1997) 34(1):91–106Crossref, Google Scholar
• Moorthy K. S., Png I. P. L. Market segmentation, cannibalization, and the timing of product introductions. Management Sci. (1992) 38(3):345–359Link, Google Scholar
• Neter J., Wasserman W., Kutner M. H.Applied Linear Statistical Models (1990) 3rd ed.(Irwin, Boston) Google Scholar
• O'Connor G. C., Veryzer R. W. The nature of market visioning for technology-based radical innovation. J. Product Innovation Management (2001) 18(4):231–246Crossref, Google Scholar
• Pla-Barber J., Alegre J. Analysing the link between export intensity, innovation and firm size in a science-based industry. Internat. Bus. Rev. (2007) 16(3):275–293Crossref, Google Scholar
• Podsakoff P. M., Organ D. W. Self-reports in organizational research: Problems and prospects. J. Management (1986) 12(4):531–544Crossref, Google Scholar
• Raisch S., Birkinshaw J., Probst G., Tushman M. L. Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. (2009) 20(4):685–695Link, Google Scholar
• Rajagopalan N., Rasheed A. M. A., Datta D. K. Strategic decision processes: Critical review and future directions. J. Management (1993) 19(2):349–384Google Scholar
• Rothaermel F. T., Deeds D. L. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25(3):201–221Crossref, Google Scholar
• Schmookler J.Invention and Economic Growth (1966) (Harvard University Press, Cambridge, MA) Crossref, Google Scholar
• Schumpeter J. A.Capitalism, Socialism, and Democracy (1942) (Harper and Brothers, New York) Google Scholar
• Sethi R., Smith D. C., Park C. W. Cross-functional product development teams, creativity, and the innovativeness of new consumer products. J. Marketing Res. (2001) 38(1):73–85Crossref, Google Scholar
• Singh J. V. Performance, slack, and risk taking in organizational decision making. Acad. Management J. (1986) 29(3):562–585Crossref, Google Scholar
• Song M., Montoya-Weiss M. M. The effect of perceived technological uncertainty on Japanese new product development. Acad. Management J. (2001) 44(1):61–80Crossref, Google Scholar
• Sørensen J. B., Stuart T. E. Aging, obsolescence, and organizational innovation. Admin. Sci. Quart. (2000) 45(1):81–112Crossref, Google Scholar
• Starbuck W. H., Dunnette M. D. Organizations and their environments. Handbook of Industrial and Organizational Psychology (1976) (Rand McNally, Chicago) 1069–1123Google Scholar
• Swasy A.Changing Focus: Kodak and the Battle to Save a Great American Company (1997) (Random House, New York) Google Scholar
• Tucker R. B.Driving Growth Through Innovation (2002) (Berrett-Koehler Publishers, San Francisco) Google Scholar
• Tushman M. L., Anderson P. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31(3):439–465Crossref, Google Scholar
• Uotila J., Maula M., Keil T., Zahra S. A. Exploration, exploitation, and financial performance: Analysis of S&P 500 corporations. Strategic Management J. (2009) 30(2):221–231Crossref, Google Scholar
• Varaiya N., Kerin R. A., Weeks D. The relationship between growth, profitability, and firm value. Strategic Management J. (1987) 8(5):487–497Crossref, Google Scholar
• Zahra S. A., Covin J. G. Business strategy, technology policy, and firm performance. Strategic Management J. (1993) 14(6):451–478Crossref, Google Scholar