How Excessive Stage Time Reduction in NPD Negatively Impacts Market Value

We empirically investigate how time reductions in particular product development stages impact market value. Using longitudinal project data from 107 firms, we compare stage times prior to and following investments in new product development process changes. Our analysis reveals a predominance of focus on time reduction in the late stages of product development. We also find support for the existence of an inverted‐U relationship between market performance and time reductions for some of these stages: beta testing and technical implementation. Therefore, while time reductions can improve time to market, we observe a clear limit to the benefits associated with stage time reductions at particular stages. We also investigate the role of strategic contextual factors such as the extent to which a firm's patented innovations rely upon a variety, as opposed to a limited range, of diverse technology classes. The extent of this technology‐span impacts optimal stage time reductions. We perform an in‐depth post hoc analysis with a small set of firms to uncover how they should invest in stage time reduction given our empirical results. The post hoc analysis highlights that some firms are likely overinvesting in stage time reductions and destroying market value.     

When Should a Firm Open its Source Code: A Strategic Analysis

Deciding to open the source code of a software product has advantages and disadvantages. The disadvantage is that the firm loses the revenue from the software. The advantage is that the users' network can contribute to the quality of the software code, which increases the demand for the software and for a complementary product. Demand for the complementary product also goes up, because demand for a product increases when the price of its complement decreases, and under open source, the price of the software product drops down to zero. This paper examines the strategic interactions at work here, within a duopoly framework, and tries to determine the circumstances under which it is optimal for a firm to open its code. We find that firms open the source code when there is a competitive software‐product market, a less competitive complementary‐product market, and when the complementary product is of high quality. Furthermore, it is more profitable for the firm to open the source code if its competitor also does so. When this happens the incentive to open the code can even be higher than in a monopoly situation. More intense competition induces symmetric equilibria in which both firms choose the same strategy.     

A Comparison of Product Take‐Back Compliance Schemes

Product take‐back regulation, under which firms finance the collection and treatment of their end‐of‐life products, is a widely used environmental program. One of the most common compliance schemes is collectively with cost allocation by market share. As an alternative, individual compliance scheme is considered. Assuming that firms can choose their compliance scheme, we compare these two schemes with respect to the costs they impose on firms and environmental benefits. We show that high collection targets and large market shares among firms in a collective compliance scheme make it more cost‐effective. From an environmental benefits perspective, the prevailing intuition is that collection rates will be higher under collective schemes but individual compliance will provide more incentive for higher recyclability levels. Our results challenge both of these premises. We identify conditions under which collection rates are higher when firms comply individually and recyclability levels are higher when firms comply collectively and allocate costs with respect to market shares.     

基于预期网络规模的双寡头质量竞争

考虑一种具有网络效应特征的产品,本文研究当产品预期网络规模主要受质量影响时,双寡头企业如何进行质量竞争。本文建立了一个两阶段博弈模型的方法分析了这种问题。结果表明,市场领导者获得大于其预期网络规模的市场份额,而市场跟随者获得小于其预期网络规模的市场份额。对于弱网络效应产品,随着网络效应的增强, 两企业的产品质量分化加剧,价格及利润差异随之扩大。当网络效应的强度足够低时,市场跟随者利用后发优势得到较大利润。而对于强网络效应产品,市场领导者利用先发优势得到更大利润。     

Product Life‐Cycle Management of Packaged Software

A software product becomes less valuable for its consumers over time due to technological and economic obsolescence. As a result, firms have an opportunity to introduce and sell upgrades that provide higher utility to consumers compared to an older and out‐of‐date software product. In a market that is growing and consists of homogeneous customers, we prove that the optimal upgrade intervals are monotonically increasing throughout the product's life cycle solely because of demand and cost considerations. This finding is in conformity with empirical evidence, thus validating our theoretical model. We then present comparative statics results to show that increase in the rate of obsolescence or network externalities may sometimes increase upgrade intervals for early upgrades and decrease these for later upgrades in the product's life cycle, but increase in market growth rate always decreases these intervals. Further, when successive software upgrades are forward compatible, upgrade intervals are longer than when they are not. Finally, we present three separate extensions of our model to showcase the robustness of our results. Since upgrade development costs depend on upgrade intervals, these insights help managers understand how costing for upgrades changes over the product's life cycle.     

Realizing Benefits from Enterprise Resource Planning: Does Strategic Focus Matter?

A key driver of the recent wave of enterprise resource planning (ERP) implementations was the assumption that the integration of business information would provide firms with a competitive advantage, yet concrete business benefits have been uneven across adopting firms. A possible explanation is that although the resource‐based view holds that competitive advantage is derived from inimitable resources, ERP software has become a commodity. Socio‐technical theory suggests that internal organizational resources based on a foundation of ERP technology may be the true drivers of ERP benefits. A firm's strategic configuration is posited to influence the portfolio of organizational competencies available to leverage the benefits of integrated business information, and a number of hypotheses are developed based on the notion that firms with different strategic objectives will realize different operational benefits from the adoption of ERP systems. Survey data from North American manufacturing firms that have implemented ERP systems demonstrate that ERP adopters seeking operational performance improvements are likely to realize these benefits. On the other hand, those seeking external market and supply chain performance improvements must first establish a foundation of internal operational performance improvements before customer satisfaction and supply chain benefits can be realized.     

Divide and Conquer: Competing with Free Technology Under Network Effects

We study how a commercial firm competes with a free open source product. The market consists of two customer segments with different preferences and is characterized by positive network effects. The commercial firm makes product and pricing decisions to maximize its profit. The open source developers make product decisions to maximize the weighted sum of the segments' consumer surplus, in addition to their intrinsic motivation. The more importance open source developers attach to consumer surplus, the more effort they put into developing software features. Even if consumers do not end up adopting the open source product, it can act as a credible threat to the commercial firm, forcing the firm to lower its prices. If the open source developers' intrinsic motivation is high enough, they will develop software regardless of eventual market dynamics. If the open source product is available first, all participants are better off when the commercial and open source products are compatible. However, if the commercial firm can enter the market first, it can increase its profits and gain market share by being incompatible with its open source competitor, even if customers can later switch at zero cost. This first‐mover advantage does not arise because users are “locked in,” but because the commercial firm deploys a “divide and conquer” strategy to attract early adopters and exploit late adopters. To capitalize on its first‐mover advantage, the commercial firm must increase its development investment to improve its product features.     

Complementary Drivers of New Product Development Performance: Cross‐Functional Coordination,Information System Capability,and Intelligence Quality

Coordination efforts that access and align relevant cross‐functional expertise are regarded as an essential element of innovation success. In recent years, these efforts have been further augmented through complementary investments in information systems, which provide the technological platforms for information sharing and coordination across functional and organizational boundaries. Somewhat overlooked has been the critical mediating role of the intelligence gained through these efforts and capabilities. This study draws on the theory of complementarity to elaborate on the nature of this mediating concept. Theoretical predictions of the model are tested using instrument variable regression analysis of data collected from a sample of publicly traded US manufacturing firms. The findings suggest that the effects of both internal and external coordination on market intelligence and supply‐chain intelligence are moderated by the firm's information system capability. The effect of both types of intelligence quality on new product development performance was contingent with the effects being enhanced (attenuated) when the market conditions were dynamic (stable). The results are robust to common‐method bias, endogeneity concerns, and alternative estimation methods.     

Life‐Cycle Channel Coordination Issues in Launching an Innovative Durable Product

We analyze the dynamic strategic interactions between a manufacturer and a retailer in a decentralized distribution channel used to launch an innovative durable product (IDP). The underlying retail demand for the IDP is influenced by word‐of‐mouth from past adopters and follows a Bass‐type diffusion process. The word‐of‐mouth influence creates a trade‐off between immediate and future sales and profits, resulting in a multi‐period dynamic supply chain coordination problem. Our analysis shows that while in some environments, the manufacturer is better off with a far‐sighted retailer, there are also environments in which the manufacturer is better off with a myopic retailer. We characterize equilibrium dynamic pricing strategies and the resulting sales and profit trajectories. We demonstrate that revenue‐sharing contracts can coordinate the IDP's supply chain with both far‐sighted and myopic retailers throughout the entire planning horizon and arbitrarily allocate the channel profit.     

Supplier competition and its impact on firm׳s sourcing strategy

Most research on firms׳ sourcing strategies assumes that wholesale prices and reliability of suppliers are exogenous. It is of our interest to study suppliers׳ competition on both wholesale price and reliability and firms׳ corresponding optimal sourcing strategy under complete information. In particular, we study a problem in which a firm procures a single product from two suppliers, taking into account suppliers׳ price and reliability differences. This motivates the suppliers to compete on these two factors. We investigate the equilibria of this supplier game and the firm׳s corresponding sourcing decisions. Our study shows that suppliers׳ reliability often plays a more important role than wholesale price in supplier competition and that maintaining high reliability and a high wholesale price is the ideal strategy for suppliers if multiple options exist. The conventional wisdom implies that low supply reliability and high demand uncertainty motivate dual-sourcing. We notice that when the suppliers׳ shared market/transportation network is often disrupted and demand uncertainty is high, suppliers׳ competition on both price and reliability may render the sole-sourcing strategy to be optimal in some cases that depend on the format of suppliers׳ cost functions. Moreover, numerical study shows that when the cost or vulnerability (to market disruptions) of one supplier increases, its profit and that of the firm may not necessarily decrease under supplier competition.     

Capacity Investment and Product Line Decisions of a Multiproduct Leader and a Focus Strategy Entrant

In this article, I investigate the capacity investment cost conditions where a multiproduct market leader may respond to a focus strategy entrant by using different strategies such as changing the product mix, production volumes, quality levels, and/or by investing in more capacity. The products offered in the market are quality differentiated and customers are heterogeneous in their willingness to pay for quality. The capacity investment costs of the two firms (i.e., the leader and the entrant) may also be different. The classical Stackelberg model predicts that an incumbent does not change its position in response to entry. However, when heterogeneous customer base, product differentiation, and capacity costs are taken into consideration, I find that the leader with a low capacity cost may choose to expand its product line and increase its production. The leader with low capacity cost may introduce a product that it was holding back when the entrant has to bear the high‐capacity cost and cannibalization threat is relatively small. Nevertheless, the extent of production volume strategies reduces as the capacity cost increases for the leader. I also find that when the leader has the power to set the industry standards by deciding the quality levels, as a response to a high‐quality focused entrant, the leader increases both levels of quality and production of the low‐quality product. Moreover, when the capacity investment cost is high for both the entrant and the leader, I find that market prices may increase with entry.     

Off the rivals’ radar in emerging market segments: Non-mutual rival recognition between new firms and incumbents

We examine the causes of non-mutual rival recognition—a situation in which new firms in emerging market segments recognize incumbents in pre-existing and potentially related market segments as rivals, but the incumbents do not recognize the new firms as rivals. Drawing upon the prototype theory, which makes use of cognitive representations or images in recognition processes, we argue that managers use rival prototypes in making sense of competitive environments. Specifically, we argue that non-mutual rival recognition occurs when new firms are not proximate to the incumbents' prototype of rivals because their organizational attributes, such as size and age, are highly distinct. It also occurs when it is difficult for incumbents, owing to their diversification into multiple product markets, or their strong identity as players in emerging market segments, to clearly assess new firms’ proximity to the prototype. Using the context of U.S. online retailers that went public between 1995 and 2001, we find support for our arguments.     

Optimal Temporal Customer Purchasing Decisions Under Trade‐In Programs with Up‐Front Fees

To entice customers to purchase both current and new generation products over time, many firms offer different trade‐in programs including programs that require customers to pay an up‐front fee. To examine the effectiveness of the trade‐in programs, we develop a two‐period model in which a firm sells the first generation product in the first period and the second generation product in the second period; however, the firm offers a trade‐in program that customers can participate in when purchasing the first generation product in the first period. To participate, each customer has to pay a nonrefundable fee in the first period so that she has the option to trade‐in her first generation product and receive a prespecified trade‐in value to be used for the purchase of the second generation product in the second period. To capture market heterogeneity and market uncertainty, we examine the case when the valuation of the first generation product varies among customers and the valuation of the second generation product is uncertain a priori. By analyzing a two‐period game, we determine the optimal purchasing behavior of each rational customer, and we show that the firm is always better off by offering its own trade‐in programs. Also, our numerical analysis reveals that trade‐in programs can benefit the firm significantly especially when (i) the residual value of the first generation product is high; (ii) the expected incremental value of the second generation product is high; or (iii) the valuation of the second generation product is highly uncertain.     

Network management and associated firms’ outcomes: multilevel analysis in the southern Brazilian context

This article seeks to provide theoretical and managerial insights with respect to the following questions: What is the effect of network management on the outcomes of associated firms? Do these effects on outcomes vary among small-firm networks (SFNs)? Do these outcomes vary among associated firms within the same SFN? Which management elements are most influential in the variation of these SFN outcomes? To answer these questions, this study adopts a multilevel analytical approach using SFNs in southern Brazil that benefit from the Cooperation Networks Program, a local public policy initiative that supports the formation, development, and consolidation of SFNs. The findings suggest that the outcomes provided by the networks differ between networks but are similar for firms in the same network. They also indicate that strategy and processes at the network level are related to firms’ outcomes. These findings show that the influence of structure on firms’ outcomes varies among networks and that the market segment is the only network-level variable that is significantly related to firms’ outcomes.     

反应型和先动型市场导向对产品创新和经营绩效的影响研究

探讨了反应型和先动型市场导向是否影响以及如何影响利用式创新和探索式创新,进而影响企业的经营绩效。对227家制造型企业的问卷调查研究结果显示:①反应型和先动型市场导向及利用式和探索式创新量表在我国制造业环境下具有良好的信度和效度;②2种类型市场导向对2种程度的创新均具有正向影响,其中,先动型市场导向对组织创新和企业绩效的促进作用更为明显;③2种类型的创新都有助于改善企业绩效;④创新均衡对企业绩效的改善也有显著作用。此外,研究为我国制造企业在何种程度上采纳市场导向战略管理工具来改善组织创新和经营绩效,提供了管理上的启示。     

The Roles of Supply Chain Intelligence and Adaptability in New Product Launch Success

Many new product introductions continue to be unsuccessful, and while researchers have studied product development processes, relatively few studies directly address new product launch. We do so in the present research and posit that supply chain intelligence, defined as technological and competitive knowledge sourced and integrated from suppliers, customers, and competitors, plays an important role in explaining new product launch success. We further employ the knowledge‐based view to theorize that both supply chain adaptability and product innovation capability act as important mediators of the effects of supply chain intelligence on new product launch success and firm financial performance. While the former capability refers to a firm's ability to quickly adjust its supply chain to react to market and product design changes, the latter refers to the firm's proficiency in developing innovative new products. We test hypothesized relationships among these factors utilizing data collected in a survey of 229 U.S. manufacturing firms. Results point to the central role of supply chain adaptability in capturing the benefits of supplier technological intelligence for enhanced product innovation capability, new product launch success, and firm financial performance. In contrast, product innovation capability serves as the generative means by which customer and competitor intelligence is translated into more successful new product launches, which, in turn, produce superior firm financial performance. Overall, these findings contribute to a better understanding of factors that can explain why certain product launches are more successful than others, and offer practical insights for appropriate investments in the development of related knowledge resources.     

Supply Chain Integration,Product Modularity,and Market Valuation: Evidence from the Solar Energy Industry

Supply chain integration is increasingly seen as a method to obtain flexibility and, consequently, to provide competitive advantage for firms within a supply chain. Product modularity, either in concert with or independent of such integration, can also produce flexibility for firms within a supply chain. In this proof‐of‐concept research, we explore whether the supply chain network affects each constituent firm's market valuation and how decisions regarding the level of supply chain integration and the usage of product modularity are associated with the value of the supply chain. We develop a method to identify and measure the supply chain's effect on each constituent firm's market valuation. Results indicate that greater integration is associated with a higher supply chain valuation, whereas increasing aggregated product modularity across the supply chain relates to a lower supply chain value. However, when combined, the interaction of aggregated product modularity and supply chain integration is positively associated with the supply chain's valuation.     

Multi‐Product Quality Competition: Impact of Resource Constraints

We study a multi‐product firm with limited capacity where the products are vertically (quality) differentiated and the customer base is heterogeneous in their valuation of quality. While the demand structure creates opportunities through proliferation, the firm should avoid cannibalization between its own products. Moreover, the oligopolistic market structure puts competitive pressure and limits the firm's market share. On the other hand, the firm has limited resources that cause a supply‐side fight for adequate and profitable production. We explicitly characterize the conditions where each force dominates. Our focus is on understanding how capacity constraints and competition affect a firm's product‐mix decisions. We find that considering capacity constraints could significantly change traditional insights (that ignore capacity) related to product‐line design and the role of competition therein. In particular, we show that when the resources are limited, the firm should offer only the product that has the highest margin per unit capacity. We find that this product could be the diametrically opposite product suggested by the existing literature. In addition, we show that for intermediate capacity levels, whereas the margin per unit capacity effect dominates in a less competitive market, proliferation and cannibalization effects dominate in a more competitive market.     

Open Source Development with a Commercial Complementary Product or Service

We examine optimal control decisions regarding pricing, network size, and hiring strategy in the context of open source software development. Opening the source code to a software product often implies that consumers would not pay for the software product itself. However, revenues may be generated from complementary products. A software firm may be willing to open the source code to its software if it stands to build a network for its complementary products. The rapid network growth is doubly crucial in open source development, in which the users of the firm's products are also contributors of code that translates to future quality improvements. To determine whether or not to open the source, a software firm must jointly optimize prices for its various products while simultaneously managing its product quality, network size, and employment strategy. Whether or not potential gains in product quality, network size, and labor savings are sufficient to justify opening the source code depends on product and demand characteristics of both the software and the complementary product, as well as on the cost and productivity of in‐house developers relative to open source contributors. This paper investigates these crucial elements to allow firms to reach the optimal decision in choosing between the open and closed source models.     

Coopetition Strategy – When is it Successful? Empirical Evidence on Innovation and Market Performance

Coopetition (collaboration between competing firms) has been viewed as a potentially beneficial but also a risky relationship for a firm. Earlier literature provides inconclusive evidence in terms of the effects of a firm's coopetition strategy on innovation and market performance, suggesting both positive and negative implications. Some of this variation could be attributed to the fact that coopetition is successful only in certain types of business environment. In order to take the research further, this study examines the effect of a coopetition strategy on the firm's innovation and market performance, focusing on the moderating effects of market uncertainty, network externalities and competitive intensity. The results from a cross‐industry survey of 209 Finnish firms provide novel evidence on the conditions under which coopetition is successful and when it is not.