Abstract
This study examines the interplay of product development strategy, knowledge utilization, and product innovation performance in the context of Chinese subsidiaries of multinational companies. When firms strive to develop highly innovative products (breakthrough focus), the amount of resources allocated has a U-shaped relationship to subsequent product innovation performance (i.e., market rewards of new products). When the aim of product development activity is to reinforce and maintain moderately innovative products (platform focus), increased resource allocation shows a positive relationship to product innovation performance. The amount of resources allocated to minor revisions (incremental focus) shows no significant relationship to product innovation performance. Knowledge utilization is an important predictor of the benefits of developing highly and moderately innovative products. Moreover, it helps to mitigate the drawbacks of a breakthrough focus and strengthens the positive impact of a platform focus.
| Original language | English |
|---|---|
| Pages (from-to) | 42-58 |
| Number of pages | 17 |
| Journal | Journal of International Marketing |
| Volume | 17 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 2009 |
Scopus Subject Areas
- Business and International Management
- Marketing
User-Defined Keywords
- China
- Knowledge utilization
- Product development strategy
- Product innovation performance
- Subsidiaries
