The Role of Marketing Resources in Radical Innovation Activity: Antecedents and Payoffs

dc.cclicenceCC-BY-NCen
dc.contributor.authorKyriakopoulos, Kyriakosen
dc.contributor.authorHughes, Mathewen
dc.contributor.authorHughes, Paulen
dc.date.acceptance2015-06-28en
dc.date.accessioned2016-12-15T11:35:36Z
dc.date.available2016-12-15T11:35:36Z
dc.date.issued2015-08-17
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.en
dc.description.abstractWhile radical product innovations represent significant engines of firm growth, questions remain over whether marketing helps or hurts (1) a firm’s radical product innovation activity and (2) its rewards from radical product innovation activity. By attaching an attention-based view of the firm to a market-based assets view of marketing, this article examine the role of three marketing resources—market knowledge, reputation, and relational resources—on radical innovation activity. Our conceptual framework posits differentiated effects among marketing resources as antecedents of radical innovation activity and as moderators of its impact on firms’ financial performance. Using a survey of a broad set of high-tech B2B firms to test hypotheses, it is found that firms with strong relational resources enjoy a higher propensity for, and stronger financial rewards from, radical innovation activity. Reputational resources come with a trade-off as they hurt the incidence of radical innovation but enhance its financial rewards. However, market knowledge resources appear to hurt both radical innovation activity and its financial rewards. Our results point to the multi-faceted role of marketing in radical innovation activity, which is unlikely to come with a single benefit or liability as prior work often posits. Rather, our research heightens the alertness of managers to assess their firms’ marketing strength as a bundle of stocks of several marketing resources. Managers must understand the distinct benefits and drawbacks of each resource in developing and launching radical innovations. Our research underscores the differentiated value of marketing in radical innovation activity in B2B high-tech contrary to the entrenched idea of a limited or even stifling role of marketing in this context.en
dc.exception.reasonNote that the accepted version of this paper has been uploaded to the Durham University Online Repository within three months of the acceptance date prior to me joining De Montfort University.en
dc.exception.ref2021codes254aen
dc.explorer.multimediaNoen
dc.fundern/aen
dc.identifier.citationKyriakopoulos, K., Hughes, M. and Hughes, P. (2016) The Role of Marketing Resources in Radical Innovation Activity: Antecedents and Payoffs. Journal of Product Innovation Management, 33 (4), pp. 398-417en
dc.identifier.doihttps://doi.org/10.1111/jpim.12285
dc.identifier.urihttp://hdl.handle.net/2086/13089
dc.peerreviewedYesen
dc.projectidn/aen
dc.publisherJournal of Product Innovation Managementen
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en
dc.subjectradical innovation activityen
dc.subjectmarketing resourcesen
dc.subjectmarket knowledgeen
dc.subjectreputationen
dc.subjectrelational resourcesen
dc.titleThe Role of Marketing Resources in Radical Innovation Activity: Antecedents and Payoffsen
dc.typeArticleen

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