Mark A.A.M. Leenders

The effectiveness of different mechanisms for integrating marketing and R&D

textabstractThe integration of marketing and R&D is a major concern for companies that want to improve their new product performance (NPP). In order to integrate, companies are using mechanisms such as physical proximity, cross-functional teams, and job rotation. This study examines the relative effectiveness of these mechanisms by developing a model that distinguishes between indirect effects of mechanisms on NPP (i.e., through a higher level of integration) and direct effects. The model is tested with data collected from 148 pharmaceutical companies. By simultaneously studying a broad range of integrating mechanisms, we found that housing marketing and R&D closer to each other and using an influential cross-functional phase review board are highly effective mechanisms to increase integration. Using information and communication technology (ICT) more intensively, having equal remuneration and career opportunities for marketing and R&D and using more cross functional teams are also effective in producing more integration, although to a somewhat lesser extent. The effectiveness of personnel movement and informal social group events is rather low. Interestingly, ICT appears to be a very effective tool for enhancing NPP. ICT not only fosters integration, but in addition it has an independent direct positive effect on NPP, possibly through knowledge creation within marketing and R&D. We also found a direct effect on NPP of another mechanism: cross functional phase review boards. However, for this mechanism the direct effect is negative. So, notwithstanding its strong positive effect on integration, a price is paid in terms of NPP. This may be related to the amount of formalization and complexity accompanying this mechanism.

Why Some Awards Are More Effective Signals of Quality Than Others: A Study of Movie Awards†

In this article, the authors develop and empirically test a conceptual framework that predicts which types of awards have the biggest impact on the competitive performance of the award winners. The empirical setting is an industry where awards proliferate, namely, the U.S. motion picture industry. Overall, their results suggest that awards granted by a jury composed primarily of end consumers, peers, or experts each have a different effect on consumer behavior, which can be explained in terms of differences in source credibility and award salience.

The dynamics of inter-firm networks in the course of the industry life cycle: the role of appropriability

This paper examines the dynamics of inter-firm networks and introduces a conceptual framework for explaining why inter-firm networks change over time. The framework is based on the idea that patterns of inter-firm linkages are linked to the life cycle development of an industry. Special emphasis is placed on the role of appropriabiliy, i.e. a firms ability to capture the profits generated by its innovations. The (trans)formation of inter-firm networks in three industries is examined and used to illustrate the relevance of the framwork. One important inference from our study is that public policy makers and manageers should take into account the phase of industry development before implementing policies to create and/or change inter-firm networks.

The relative importance of the brand of music festivals: a customer equity perspective

The aim of the paper is to examine the relative impact of tangible and intangible factors on the success of music festivals. The paper draws on literature relating to hedonic consumption, customer equity, loyalty, and the success of music festivals. Data are collected among music festival goers by means of structured interviews in the Netherlands, one of the leading music festival markets in the world. The results show that brand equity aspects such as image, festival atmosphere associations, and (anticipated) emotions are most important for loyalty. Value equity (i.e. ticket price) plays some role but is less important than brand equity components. Interestingly, the program of the festival does not seem to affect loyalty in the current environment. Relationship equity components seem to play a marginal role at best. Implications for strategic marketing decisions in cultural industries are discussed.

Antecedents and Consequences of Green Innovation in the Wine Industry: The Role of Channel Structure

In this study, we place green innovation in a broader technology development, commercialization and distribution context to test hypotheses in three areas: (1) the internal versus external drivers of green innovation; (2) the effect of green innovation on business performance; and (3) the role of channel structures (the degree to which producers sell directly to consumers or businesses) in making green innovation more productive in terms of business performance. To test our hypotheses, data from an international survey among 123 wineries is used. Our results suggest that internal drivers, i.e. environmental management and quality management in particular, play a greater role than external drivers (e.g., government and regulatory pressures) on the adoption of green innovation strategies. Producing and using organic products and processes and recycling activities are found to have a significant direct positive impact on business performance. Our results also confirm the moderating effect of channel structures: the benefits of green innovation in terms of business performance are larger when firms use more direct sales channels (selling wine directly from the wine cellar to consumers and businesses).