Strategic alignment and new product development: drivers and performance effects

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dc.citation.epage318en_US
dc.citation.issueNumber2en_US
dc.citation.spage304en_US
dc.citation.volumeNumber29en_US
dc.contributor.authorAcur, N.en_US
dc.contributor.authorKandemir, D.en_US
dc.contributor.authorBoer H.en_US
dc.date.accessioned2016-02-08T09:48:16Z
dc.date.available2016-02-08T09:48:16Z
dc.date.issued2012en_US
dc.departmentDepartment of Managementen_US
dc.description.abstractStrategic alignment is widely accepted as a prerequisite for a firm's success, but insight into the role of alignment in, and its impact on, the new product development (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported. NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects.en_US
dc.description.provenanceMade available in DSpace on 2016-02-08T09:48:16Z (GMT). No. of bitstreams: 1 bilkent-research-paper.pdf: 70227 bytes, checksum: 26e812c6f5156f83f0e77b261a471b5a (MD5) Previous issue date: 2012en
dc.identifier.doi10.1111/j.1540-5885.2011.00897.xen_US
dc.identifier.issn0737-6782
dc.identifier.urihttp://hdl.handle.net/11693/21576
dc.language.isoEnglishen_US
dc.publisherWiley-Blackwell Publishingen_US
dc.relation.isversionofhttp://dx.doi.org/10.1111/j.1540-5885.2011.00897.xen_US
dc.source.titleJournal of Product Innovation Managementen_US
dc.subjectEnvironmental factorsen_US
dc.subjectEnvironmental munificenceen_US
dc.subjectInnovativenessen_US
dc.subjectInternal and external factorsen_US
dc.subjectNew product developmenten_US
dc.subjectOne-formen_US
dc.subjectPerformance effecten_US
dc.subjectPerformance indicatorsen_US
dc.subjectStrategic alignmenten_US
dc.subjectTechnological changeen_US
dc.subjectBenchmarkingen_US
dc.subjectCommerceen_US
dc.subjectMarketingen_US
dc.subjectProduct developmenten_US
dc.subjectAlignmenten_US
dc.titleStrategic alignment and new product development: drivers and performance effectsen_US
dc.typeArticleen_US

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