Skip to main content

Advertisement

Log in

Innovativeness and new product success: insights from the cumulative evidence

  • Published:
Journal of the Academy of Marketing Science Aims and scope Submit manuscript

Abstract

The field of product innovation has expanded rapidly and clear insights regarding the relationship between product innovativeness and new product performance have become more elusive and difficult to discern through qualitative reviews of the literature. To offer much needed clarity, the authors conducted a meta-analysis of 95 correlations on product innovativeness and new product performance that were recorded from 32 studies on the topic. The findings reveal that although the average correlation of 0.24 for innovativeness with performance is small to moderate in size, the relationship is more substantial when various measurement and contextual elements are considered. For example, innovativeness measures that include a meaningfulness dimension yield stronger estimates of relationship strength. The findings also reveal that innovativeness today may not represent the same competitive advantage as in previous years unless the focus is on products rather than services, and specifically, new-to-the-market rather than new-to-the-firm products. Thus, innovativeness can be particularly relevant to new product success but only under certain conditions.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Figure 1

Similar content being viewed by others

Notes

  1. Bijmolt and Pieters (2001) outline a procedure to correct for non-independence violations in meta-analysis when the ratio of coded correlations to moderators is sufficiently large. However, with 14 design variables and a more conservative sample size of 95, sufficient degrees of freedom are not available to model the many possible interactions among the design elements that are required to execute Bijmolt and Pieters’ suggested approach. While any resulting non-independence violations from our using model-level correlations are unlikely to be significant for reasons outlined in the text, readers are nonetheless advised to use due caution when interpreting our findings because non-independence influences could not be explicitly corrected within the meta-analysis.

  2. While it may be otherwise desirable to include the omitted variables along with the measurement and contextual factors in a single regression model for the meta-analysis, the correlation matrix of omitted variables (Table 3) cannot be merged with the correlation matrix of measurement and contextual variables (Table 3). The correlation matrix for omitted variables in Panel A contains correlations for innovativeness with each omitted variable—i.e., some r I,i* where r* is the correlation between the omitted variable i and innovativeness (I)—as well as performance with each omitted variable—i.e., r P,i* where r P,i* is the correlation between the omitted variable i and performance (P). The data in Table 3 are the correlations for the respective design element with the correlation between innovativeness and performance—i.e., some r c,i** where r c,i** is the correlation between the design variable i and the actual correlation (c) for innovativeness and performance that was reported in the literature. Hence, the data in the two tables are not comparable and cannot be combined into one matrix as they might be in a meta-analysis of elasticities. Consequently, the appropriate and only available recourse in a meta-analysis of reported correlations is separate analyses of omitted-variable bias and design-element bias.

  3. In a balanced design (i.e., equal ns per category of the moderator) using contrast coding, the intercept represents the grand mean. However, the ns are rarely equal in meta-analyses, and they are unequal here (see Table 1). The resulting intercept when contrast coding is used under these conditions is the unweighted mean, which differs in value from the grand mean (Pedhazur, 1982).

References

  • *Atuahene-Gima, K. (1996). Differential potency of factors affecting innovation performance in manufacturing and services firms in Australia. Journal of Product Innovation Management, 13, 35–52, (January).

    Article  Google Scholar 

  • *Atuahene-Gima, K., & Evangelista, F. (2000). Differential potency of factors affecting innovation performance in manufacturing and services firms in Australia. Journal of Product Innovation Management, 46, 1269–1284, (October).

    Google Scholar 

  • *Biggadike, R. (1977). Entering new markets: Strategies and performance. Working Paper, 77–108. Cambridge, MA: Marketing Science Institute.

    Google Scholar 

  • Bijmolt, T. H. A., & Pieters, R. G. M. (2001). Meta-analysis in marketing when studies contain multiple measurements. Marketing Letters, 12, 157–169, (May).

    Article  Google Scholar 

  • *Bonner, J., Ruskert, R. W., & Walker, O. C., Jr. (2002). Upper management control of new product development projects and project performance. Journal of Product Innovation Management, 19, 233–245, (May).

    Article  Google Scholar 

  • Churchill, G. A., Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 26, 64–73, (February).

    Article  Google Scholar 

  • Cohen, J. (1983). The cost of dichotomization. Applied Psychological Measurement, 7, 249–253, (Summer).

    Article  Google Scholar 

  • Cohen, J. (1988) Statistical power analysis for the behavioral sciences. Hillsdale, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Cohen, J., & Cohen, P. (1983). Applied multiple regression/correlation analysis for the behavioral sciences. Hillsdale, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • *Cooper, R. G. (1979). Identifying industrial new product success: Project newprod.Industrial Marketing Management, 8, 124–135, (April).

    Article  Google Scholar 

  • *Cooper, R. G. (1984). How new product strategies impact on performance. Journal of Product Innovation Management, 1, 5–18, (January).

    Article  Google Scholar 

  • *Cooper, R. G., Easingwood, C. J., Edgett, S., Kleinschmidt, E. J., & Storey C. (1994). What distinguishes the top performing new products in financial services. Journal of Product Innovation Management, 11, 281–299, (September).

    Article  Google Scholar 

  • Cooper, R. G., & Kleinschmidt, E. J. (1987). New products: What separates winners from losers. Journal of Product Innovation Management, 4, 169–184, (September).

    Article  Google Scholar 

  • Cooper, R. G., & Kleinschmidt, E. J. (1995). Benchmarking the firm’s critical success factors in new product development. Journal of Product Innovation Management, 12, 374–381, (November).

    Article  Google Scholar 

  • *Danneels, E., & Kleinschmidt, E. J. (2001). Product innovativeness from the firm’s perspective: Its dimensions and their relation with project selection and performance. Journal of Product Innovation Management, 18, 357–373, (November).

    Article  Google Scholar 

  • *de Brentani, U. (1989). Success and failure in new industrial services. Journal of Product Innovation Management, 6, 239–259, (December).

    Article  Google Scholar 

  • Farley, J. U., Hoening, S., Lehmann, D. R., & Szymanski, D. M. (2004). Assessing the impact of marketing strategy using meta-analysis. In C. Moorman & D. R. Lehmann (Eds.), Assessing marketing strategy performance (pp. 145–164). Cambridge, MA: Marketing Science Institute.

    Google Scholar 

  • *Firth, R. W., & Narayanan, V. K. (1996). New product strategies of large, dominant product manufacturing firms: An exploratory analysis. Journal of Product Innovation Management, 13, 334–347, (July).

    Article  Google Scholar 

  • *Gatignon, H., & Xuereb, J.-M.(1997). Strategic orientation of the firm and new product performance. Journal of Marketing Research, 34, 77–90, (February).

    Article  Google Scholar 

  • Glass, G. V., McGaw, B., & Smith, M. L. (1981). Meta-analysis in social research. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Glazer, R. (1991). Marketing in an information-intensive environment: Strategic implications of knowledge as an asset. Journal of Marketing, 55, 1–19, (October).

    Article  Google Scholar 

  • Grulke, W., & Silber, G. (2002). Lessons in radical innovation: Out of the box-straight to the bottom line. London: Prentice Hall.

    Google Scholar 

  • Hedges, L. V., & Olkin, I. (1985). Statistical methods for meta-analysis. San Diego: Academic.

    Google Scholar 

  • Henard, D. H., & Szymanski, D. M. (2001). Why some new products are more successful than others. Journal of Marketing Research, 38, 362–375, (August).

    Article  Google Scholar 

  • *Hultink, E. J., & Robben, H. S. J. (1995). Measuring new product success: The difference that time perspective makes. Journal of Product Innovation Management, 12, 392–405, (November).

    Article  Google Scholar 

  • Hunter, J. E., & Schmidt, F. L. (2004). Methods of meta-analysis: Correcting error and bias in research findings. Thousand Oaks, CA: Sage.

    Google Scholar 

  • *Im, S., & Workman, J. P., Jr. (2004). Market orientation, creativity, and new product performance in high-technology firms. Journal of Marketing, 68, 114–132, (April).

    Article  Google Scholar 

  • *Joshi, A. W., & Sharma, S. (2004). Customer knowledge development: Antecedents and impact on new product performance. Journal of Marketing, 68, 47–59, (October).

    Article  Google Scholar 

  • Kutner, M. H., Nachtsheim, C. J., Neter, J., & Li, W. (2005). Applied linear statistical models. Boston: McGraw-Hill.

    Google Scholar 

  • Lee, Y., & O’Connor, G. C. (2003). The impact of communication strategy on launching new products: The moderating role of product innovativeness. Journal of Product Innovation Management, 20, 4–21, (January).

    Article  Google Scholar 

  • Leifer, R., McDermott, C. M., O’Connor, G. C., Peters, L. S., Rice, M. P., & Veryzer, R. W. (2006). Radical innovation: How mature companies can outsmart upstarts. Harvard business school: Working knowledge for business leaders. http://www.hbswk.hbs.edu.

  • *Li, T., & Calantone, R. J. (1998). The impact of market knowledge competence on new product advantage: Conceptualization and empirical examination. Journal of Marketing, 62, 13–29, (October).

    Article  Google Scholar 

  • *Link, P. L. (1987). Keys to new product success and failure. Industrial Marketing Management, 16, 109–118, (May).

    Article  Google Scholar 

  • *Lynn, G. S., & Akgun, A. E. (2001). Project visioning: Its components and impact on new product success. Journal of Product Innovation Management, 18, 374–387, (November).

    Article  Google Scholar 

  • *Mavondo, F. T., Chimhanzi, J., & Steward, J. (2005). Learning orientation and market orientation: Relationship with innovation, human resource practices and performance. European Journal of Marketing, 39(11), 1235–1263.

    Article  Google Scholar 

  • *Meyer, M. H., & Roberts, E. B. (1986). New product strategy in small technology-based firms: A pilot study. Management Science, 32, 806–821, (July).

    Article  Google Scholar 

  • Moore, G. (2006). Innovation: A waste of money. Forbes.com. http://www.forbes.com.

  • *Moorman, C. (1995). Organizational market information processes: Cultural antecedents and new product outcomes. Journal of Marketing Research, 32, 318–335, (August).

    Article  Google Scholar 

  • *Mukherjee, A., & Hoyer, W. D. (2001). The effect of novel attributes on product evaluation. Journal of Consumer Research, 28, 462–472, (December).

    Article  Google Scholar 

  • Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory. Boston: McGraw-Hill.

    Google Scholar 

  • Olson, E. M., Walker, O. C., Jr., & Ruekert, R. W. (1995). Organizing for effective new product development: The moderating role of product innovativeness. Journal of Marketing, 59, 48–62, (January).

    Article  Google Scholar 

  • *Parry, M. E., & Song, X. M. (1994). Identifying new product successes in china. Journal of Product Innovation Management, 11, 15–30, (January).

    Article  Google Scholar 

  • Pedhazur, E. J. (1982). Multiple regression in behavioral research. Fort Worth: Harcourt Brace College.

    Google Scholar 

  • Rao, A., & Monroe, K. B. (1989). The effect of pricing, brand name, and store name on buyers. Journal of Marketing Research, 26, 351–357, (August).

    Article  Google Scholar 

  • *Robinson, W. T. (1990). Product innovation and start-up business market share performance. Management Science, 36, 1279–1289, (October).

    Google Scholar 

  • Rogers, E. M. (1995). Diffusion of innovations. New York: Free.

    Google Scholar 

  • *Ryans, A. B. (1988). Strategic market entry factors and market share achievement in Japan. Journal of International Business Studies, 19, 389–409, (Fall).

    Article  Google Scholar 

  • *Sandvik, I. L., & Sandvik, K. (2003). The impact of market orientation on product innovativeness and business performance. International Journal of Research in Marketing, 20, 355–376.

    Article  Google Scholar 

  • Schmidt, J. B., & Calantone, R. J. (1998). Are really new product development projects harder to shut down? Journal of Product Innovation Management, 15, 111–123, (March).

    Article  Google Scholar 

  • Schmidt, J. B., & Calantone, R. J. (2002). Escalation of commitment during new product development. Journal of the Academy of Marketing Science, 30, 103–118, (Spring).

    Article  Google Scholar 

  • *Sethi, R. (2000). New product quality and product development teams. Journal of Marketing, 64, 1–14, (April).

    Article  Google Scholar 

  • *Song, X. M., & Parry, M. E. (1999). Challenges of managing the development of breakthrough products in Japan. Journal of Operations Management, 17, 665–688, (November).

    Article  Google Scholar 

  • Starbuck, W. H., & Mezias, J. M. (1996). Opening Pandora’s box: Studying the accuracy of managers’ perceptions. Journal of Organizational Behavior, 17, 99–117, (March).

    Article  Google Scholar 

  • Stefik, M., & Stefik, B. (2004). Breakthrough!: Stories and strategies of radical innovation. Canmbridge, MA: MIT.

    Google Scholar 

  • Sultan, F., Farley, J. U., & Lehmann, D. R. (1990). A meta-analysis of applications of diffusion models. Journal of Marketing Research, 27, 70–77, (February).

    Article  Google Scholar 

  • *Swink, M. (2000). Technological innovativeness as a moderator of new product design integration and top management support. Journal of Product Innovation Management, 17, 208–220, (May).

    Article  Google Scholar 

  • Szymanski, D. M., Bharadwaj, S. G., & Varadarajan, R. P. (1993). An analysis of the market share-profitability relationship. Journal of Marketing, 57, 1–18, (July).

    Google Scholar 

  • Szymanski, D. M., & Busch, P. S. (1987). Identifying the generics-prone consumer: An empirical synthesis and reexamination. Journal of Marketing Research, 24, 425–431, (November).

    Article  Google Scholar 

  • Szymanski, D. M., Troy, L. C., & Bharadwaj, S. G. (1995). Order of entry and business performance: An empirical synthesis and reexamination. Journal of Marketing, 59, 17–33, (October).

    Article  Google Scholar 

  • *Tatikonda, M. V., & Montoya-Weiss, M. M. (2001). Integrating operations and marketing perspectives of product innovation: The influence of organizational process factors and capabilities on development performance. Management Science, 47, 151–172, (January).

    Article  Google Scholar 

  • *Tatikonda, M. V., & Rosenthal, S. R. (2000). Successful execution of product development projects: Balancing firmness and flexibility in the innovation process. Journal of Operations Management, 18, 401–425, (June).

    Article  Google Scholar 

  • Troy, L. C., Szymanski, D. M., & Varadarajan, P. R. (2001). Generating new product ideas: An initial investigation of the role of market information and organizational characteristics. Journal of the Academy of Marketing Science, 29, 89–101, (Winter).

    Article  Google Scholar 

  • Urban, G. L., Weinberg, B. D., & Hauser, J. R. (1996). Premarket forecasting of really-new products. Journal of Marketing, 47–60, (January).

  • Wuyts, S., Dutta, S., & Stremersch, S. (2004). Porfolios of interfirm agreements in technology-intensive markets: Consequences for innovation and profitability. Journal of Marketing, 68, 88–100, (April).

    Article  Google Scholar 

  • *Yap, C. M., & Souder, Wm. E. (1994). Factors influencing new product success and failure in small entrepreneurial high-technology electronics firms. Journal of Product Innovation Management, 11, 418–432, (November).

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Michael W. Kroff.

Additional information

*Empirical studies included in the meta-analysis.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Szymanski, D.M., Kroff, M.W. & Troy, L.C. Innovativeness and new product success: insights from the cumulative evidence. J. of the Acad. Mark. Sci. 35, 35–52 (2007). https://doi.org/10.1007/s11747-006-0014-0

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11747-006-0014-0

Keywords

Navigation