Configural paths to successful product innovation

This study offers an integrated framework involving antecedent paths to successful product innovation. The study explores conditional models leading to high product-innovation performance using fuzzy-set qualitative comparative analysis (fsQCA). Based on relevant literature, this study categorizes r...

Full description

Saved in:
Bibliographic Details
Published inJournal of business research Vol. 66; no. 12; pp. 2561 - 2573
Main Authors Cheng, Cheng-Feng, Chang, Man-Ling, Li, Chu-Shiu
Format Journal Article
LanguageEnglish
Published New York Elsevier Inc 01.12.2013
Elsevier Sequoia S.A
Subjects
Business management
Causal recipe
Comparative analysis
Fuzzy set
High tech industries
Innovation
Innovations
Product innovation
Qualitative comparative analysis
R&D
Research & development
Research and development
Research methods
Studies
Success factors
Taiwan
Taiwan
Qualitative comparative analysis
Fuzzy set
Product innovation
Causal recipe
Online AccessGet full text

Cover

More Information
Summary:This study offers an integrated framework involving antecedent paths to successful product innovation. The study explores conditional models leading to high product-innovation performance using fuzzy-set qualitative comparative analysis (fsQCA). Based on relevant literature, this study categorizes relevant antecedents including organization-related, project-related, process-related, product-related, and market-related categories, and the newness of product innovation, into causal recipes. To assess the applicability of this conceptual model, researchers collected data from R&D managers and members of high-tech firms in Taiwan. The study includes dividing sampled firms into three groups according to the extent of within-firm agreement on responses by executives to questions about antecedents (in surveys that they answered independently). The findings include model routes to high product-innovation performance for each group. The findings indicate that no one simple antecedent is sufficient or necessary for high performance; no one path is necessary for high performance. However, there is only one avenue to successful product innovation for low-agreement cases. This study also finds some common rules behind these paths across groups. The strategy implication is to think through alternative paths and not key success factors for achieving high product-innovation performance.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2012.10.006