Strategic orientation and new product development performance: The role of networking capability and networking ability

Jifeng Mu, Ellen Thomas, Gang Peng, Anthony Di Benedetto

Research output: Contribution to journalArticlepeer-review

82 Scopus citations

Abstract

While strategic orientation can represent an important antecedent to new product development (NPD) performance, research suggests that adopting a strategic orientation alone is not sufficient and a better understanding of contingencies is necessary. Based on the dynamic capability view of the firm, this study examines the effect of a firm's ability to connect with external network partners (networking capability) and the ability of NPD project managers to network with stakeholders within the firm (networking ability). The empirical results indicate that market orientation and entrepreneurial orientation are positively associated with NPD performance when a firm has sufficient networking capability to manage network dynamics and when the managers of NPD projects possess networking ability to successfully mobilize the support and advocacy of stakeholders within the firm. The results also show that NPD performance is highest when market (entrepreneurial) orientation, networking capability, and networking ability are all high, thus supporting the proposed three-way interaction.

Original languageEnglish (US)
Pages (from-to)187-201
Number of pages15
JournalIndustrial Marketing Management
Volume64
DOIs
StatePublished - Jul 2017

All Science Journal Classification (ASJC) codes

  • Marketing

Keywords

  • Entrepreneurial orientation
  • Market orientation
  • Networking ability
  • Networking capability
  • New product development
  • Strategic orientation

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