دانلود رایگان مقاله انگلیسی گرایش بین المللی و یکپارچه سازی متقابل کارکردی در توسعه محصول جدید - اشپرینگر 2017

عنوان فارسی
گرایش بین المللی و یکپارچه سازی متقابل کارکردی در توسعه محصول جدید
عنوان انگلیسی
International orientation and cross-functional integration in new product development
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
27
سال انتشار
2017
نشریه
اشپرینگر - Springer
فرمت مقاله انگلیسی
PDF
کد محصول
E7468
رشته های مرتبط با این مقاله
مهندسی صنایع و مدیریت
گرایش های مرتبط با این مقاله
مدیریت بازرگانی، مدیریت صنعتی و تولید صنعتی
مجله
تجارت و مدیریت آسیا - Asian Business & Management
دانشگاه
Korea University Business School - Anamro - Seongbukgu - Seoul - South Korea
کلمات کلیدی
دیدگاه یادگیری سازمانی، جهت گیری بین المللی، یکپارچگی متقابل، NPD، عملکرد محصول جدید
چکیده

Abstract


Drawing upon an organizational learning perspective, this study suggests that international orientation and functional integration are important determinants of new product success in the global market. Based on survey data of 188 Korean manufacturing firms, we examined the interplay between international orientation and cross-functional integration in new product development (NPD). The results reveal that internationally oriented firms can gain crucial market expertise for successful NPD, and cross-functional integration amplifies the benefits of international orientation. Consistent with the organizational learning perspective, this study highlights the importance of forming an organizational culture that actively pursues foreign market opportunities and promotes collaboration among functional areas.

بخشی از متن مقاله

Limitations and future research


Drawing upon previous literature on international orientation and cross-functional integration, this study investigated the performance implications for new products. We used a sample of Korean manufacturers that have grown as major players in the global market in many industries. Naturally, this subject can be further examined by using samples from different countries. As Jeong (2003, p. 370) noted, ‘‘Country environments influence the firm’s NPD efforts and its propensity to diversify internationally’’; thus, an extension of this study with a different national context would enhance the generalizability of our findings. In the context of Asian firms, there are systemic distinctions between firms from Korea and Japan or China due to economic, cultural, and political conditions; thus, an extension of this study would improve our understanding of international orientation and new product management in Asian firms. Second, it is possible to argue that the relationship between international orientation and new product performance is bi-directional, as internationalization theory explains that firms may pursue internationalization as a consequence of superior domestic performance. While this would certainly be an interesting topic to explore, we leave this for a future research agenda.


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