Journal of Product Innovation Management最新文献

We offer a new vantage to the literature on the role of infomediaries in incumbent firms' struggles to adopt discontinuous technologies: the perspective of news media. Specifically, we combine the discontinuous technology literature with studies on news media journalism to theorize that journalists cover an incumbent's new product introductions differently, depending on whether a given new product builds on a discontinuous technology or on the respective established, continuous technology. First, discontinuous-technology-based product introductions receive a greater volume of coverage than continuous-technology-based product introductions because journalists prefer covering issues that are novel, deviate from the conventional, and potentially strongly impact society. Second, the coverage of discontinuous-technology-based product introductions is more divergent in tenor than the coverage of continuous-technology-based product introductions, as journalists seek to present opposing and thus more engaging opinions. Our analyses of unique archival data from two samples of product introductions in the automotive and photography industries, respectively, support our hypotheses. We also find intriguing indications that news media coverage of new products introductions using hybrid technologies is significantly context-dependent. Overall, our study points to so-far undescribed, media-related dilemmas for incumbent firms that aim to adopt discontinuous technologies.

The positive impact of university–industry collaborations on firms' innovative performance is well recognized. However, to date, the existing heterogeneity within university–industry collaboration processes and the sources of value creation underlying the resulting inventions are left underexplored. As a result, our understanding as to why some of the joint inventions resulting from such collaborations turn out to present a more fertile source of follow-on developments and value for the collaborating firm than others is limited. The present paper sheds light on this question through the application of a knowledge recombination perspective. Hence, we open the black box of innovation and put a spotlight on the knowledge components that make up the joint inventions resulting from university–industry collaborations. We evaluate how the nature—scientific versus technological—and origins—internal versus external to the collaborating partners—of these knowledge components relate to the inventive impact of the partners' joint invention. Examining a sample of 9102 USPTO co-patents, joint inventions created through university–industry collaborations are shown to be most fertile as a source of firm follow-on inventions when they are the result of a recombination process that includes technological knowledge components stemming from both collaborating partners. This effect is most pronounced when the partners' technological knowledge contributions are moderately similar. In contrast, when the joint technology development takes place in a technology domain that is novel to the firm, the resulting joint inventions are most fertile as a source of firm follow-on inventions when the university contributes through the input of technological knowledge components situated in exactly this technology domain that is novel to the firm. Remarkably, no evidence for such direct effects is found regarding the partners' scientific contributions. Together, these findings provide important insights for firms who intend to spur their internal technology development through collaboration with a university partner.

In this work, we investigate the impact of social brokerage on the innovation productivity of users in online innovation networks. Innovation in online networks is leveraged by coordinated interactions between the participating users. We leverage the data of users contributing on posts between 2017 and 2019 in two community question answering (CQA) forums: Stack Overflow and Math Stack Exchange. The innovation productivity of users in such online innovation networks, as valued by other participating users is quantified by the total score they received on their contributing posts. Users occupying brokerage positions are exposed to better ideas that boost the value of their contributing posts, thus improving their total score. Again, existing users with low social brokerage are also likely to gain from resource sharing owing to their denser networks. Our econometric analysis reveals that users in online innovation networks with very low or very high values of social brokerage receive higher scores as valued by other community users. Overall, we access the data of 537,938 users in Stack Overflow contributing on 6,002,996 questions, and 7,903,416 answers, and 20,393 users in the Math Stack Exchange contributing on 488,389 questions, and 638,110 answers. We observe a U-shaped effect of the user's social brokerage on the user's innovation productivity. Our empirical findings have various implications for firms hosting online CQA forums.

Despite a growing body of research, the role of chief executive officer (CEO) narcissism for firm performance is subject to a controversial discussion in the literature. To help advance the discussion, I build on upper echelon theory to propose that innovation is a crucial mediating mechanism that helps explain how CEO narcissism may be beneficial for firm performance. To better understand the conditions under which CEO narcissism may be beneficial for innovation and ultimately firm performance, I investigate the moderating role of CEO gender and managerial discretion. Building on 68 studies, results from meta-analytical structural equation modeling confirm that CEO narcissism can be beneficial for firm performance through stimulating innovation. However, the results further caution that these performance benefits are likely to be canceled out by other detrimental actions pursued by narcissistic CEOs, indicating that they can be a double-edged sword for firms. Moreover, the results support that narcissistic female CEOs engage less in innovation (compared to their male counterparts). Interestingly, they seem to engage in other beneficial actions which ultimately improve overall firm performance, whereas their male counterparts engage in other harmful actions which hurt overall firm performance. The results further highlight that, while the upsides of narcissistic CEOs for performance through innovation increase in high managerial discretion contexts, their greater leeway enhances their downsides even more, so that they do not only offset the benefits of narcissistic CEOs, but even lead to detrimental effects for performance. This study contributes to the literature on CEO narcissism by theorizing and empirically demonstrating that the relationship between CEO narcissism and performance is more complex than previously depicted and requires a more nuanced investigation of the underlying mechanism as well as of potential contingencies. Building on these findings, future research opportunities are identified to further advance the literature on CEO narcissism.

The use of social media offers tremendous innovation potential. Yet, while current research emphasizes success stories, little is known about how firms can leverage the full potential of their social media use for open innovation. In this paper, the authors address this gap by conducting a configurational analysis to develop an integrative taxonomy of social media-enabled strategies for open innovation. This analysis stems from the integration of internal and external variables such as social media communication activities, organizational innovation seekers, potential innovation providers, the stages of the open innovation process, and their relationship with different performance outcomes and barriers to social media adoption for open innovation. Through an empirical study of 337 firms based in eight countries, four clusters have been identified that are characterized as distinct strategies: “marketing semi-open innovators,” “cross-department semi-open innovators,” “cross-department full process semi-open innovators” and “broad adopters open innovators.” The findings reveal the trade-offs associated with different strategies for implementing social media for open innovation and provide insights of the use of these strategies. By doing so, they suggest a more nuanced approach that contrasts with the traditionally positive (or even rosy) depiction of the effects of social media on open innovation. Accordingly, managers are encouraged to contemplate their organizational competencies, capabilities, and their strategic intent when drafting social media strategies for open innovation. Selective approaches, along with greater adoption leading to greater benefits, are shown to be more rewarding than a middle way that spreads things too thin. Avenues for further research include qualitative explorations of the trajectories unfolding through implementing social media strategies for innovation activities and the use of objective performance measures rather than subjective perceptions from informants to understand the complex relationships between social media adoption and performance.

Due to rapid technological advances and the increasing diffusion of smart devices, public health applications (apps) have become an integral aspect of public health management. Yet, as governments introduce innovative public health apps (e.g., contact tracing apps, data donation apps, ehealth apps), they have to confront controversial debates that fuel conspiracy theories and face the fact that app adoption rates are often disappointing. This study explores how conspiracy theories affect the adoption of innovative public health apps as well as how policymakers can fight harmful conspiracy beliefs. Acknowledging the importance of word of mouth (WOM) in the context of conspiracy beliefs, the study focuses on the interplay between WOM and conspiracy beliefs and their effects on app adoption. Based on theories of social influence and conspiracy beliefs, substantiated by data derived from a multi-wave field study and confirmed by a controlled experiment, the results show that (1) changes in WOM concerning public health apps change conspiracy beliefs, (2) the effects of WOM on changes in conspiracy beliefs depend on both the sender (peer vs. expert) and the receiver's initial conspiracy beliefs, and (3) increases in conspiracy beliefs reduce public health app adoption and trigger more negative WOM regarding such apps. These results should inform health agencies about how to market innovative public health apps. For consumers with initially low levels of conspiracy beliefs, the distribution of expert WOM supporting the efficacy of public health apps effectively prevents the development of conspiracy beliefs and increases app adoption. However, expert WOM is ineffective in reducing conspiracy beliefs among firm conspiracy believers. These consumers should instead be targeted by campaigns distributing peer WOM that highlights an app's benefits and contradicts conspiracy theories.

A salesperson's commitment and effort toward an innovation can determine whether the customer agrees to buy it, such that customers' perceptions of such commitment and effort are critical. But these perceptions also might differ fundamentally from the salesperson's self-perceptions of commitment and effort. Therefore, this paper presents a theoretical framework of the relation between salesperson-perceived and customer-perceived commitment and effort, as exhibited by the salesperson while selling an innovation, which represents salesperson adoption. In the framework, job satisfaction factors also exert contingent, moderating effects. The authors gather unique, dyadic data from surveys of salespeople and their (potential) business customers during visits to sell a conventional, incremental innovation, complemented by objective purchase data gathered from company records. Three key insights emerge fromt this study. First, salespeople's own perceptions of their commitment and effort have only moderate influences on customers' perceptions of salespeople's commitment and effort. Second, customers seem to recognize salesperson effort more readily than salesperson commitment, although salesperson commitment has a higher sales performance impact than salesperson effort. Thus, sales managers should seek to encourage and support both the commitment of salespeople and also perceptions of that commitment among customers. Third, while a higher organizational support or job autonomy strengthens customers' perceptions of salesperson adoption, a higher pay satisfaction diminishes it. Thus, firms might need to find ways to increase the support for the salespeople and their autonomy and to reduce salespeople's satisfaction with their (direct) payments. In total, these findings suggest significant scientific and managerial implications.

Prior research has established a positive link between chief executive officer (CEO) narcissism and firm innovation. Notably, research shows that CEO narcissism is positively related to more radical innovation and breakthrough technologies, that is, manifestations of a firm's exploration orientation, and positively related to more incremental innovation, that is, manifestations of firms' exploitation orientations. However, it primarily examines these orientations in isolation or neglects their interplay and thereby ignores insights from organizational learning theorists that firms and managers face decisive trade-offs between fundamentally distinct exploration and exploitation orientations. This overlooks the possibility that narcissistic CEOs may emphasize exploration over exploitation, and vice versa, to gain visibility, affecting the balance between those orientations. Consequently, we might draw incorrect conclusions about how CEO narcissism affects firms' innovation. Drawing on theoretical mechanisms from the narcissistic personality literature, we develop and test a competing logic that connects CEO narcissism with firms' relative exploration orientation, that is, firms' exploration relative to the exploitation orientation. In addition, we theorize on and investigate the moderating effects of accounting- and market-based performance feedback that may alter narcissistic CEOs' attention to exploration or exploitation and, hence, affect the relationship with firms' relative exploration orientation. We test our hypotheses using panel data from 120 firms in the Standard and Poor's 100 index between 2008 and 2018, covering the personality profiles of 224 CEOs. Our findings indicate that CEO narcissism is negatively associated with firms' relative exploration orientation, that is, narcissistic CEOs emphasize an exploitation orientation. Furthermore, this relationship is pronounced with firms' increasing relative accounting-based performance and attenuated with firms' increasing relative market-based performance. We draw theoretical and managerial implications from these insights.