Pamela D. Morrison
University of New South Wales
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Featured researches published by Pamela D. Morrison.
Research Policy | 1992
David F. Midgley; Pamela D. Morrison; John H. Roberts
Abstract The development and diffusion of innovations involves groups of organizations with many different roles, who interact with each other (suppliers, adopters, third parties, etc.). This paper examines the nature of the communication networks that exist between adopting organizations, and from third parties and suppliers to adopters. Quantitative models of diffusion often assume that information about innovations flows along pre-existing links, that this information flows from adopters to non-adopters directly, and that there is perfect mixing in the population (i.e. every actor has an equal chance of communicating with every other actor). These are strong assumptions which should be subject to testing. We investigate the impact of differing network topologies of communications and alternative models of social contagion on observed adoption patterns. Network topologies are also extended beyond the focal industry to include suppliers, consultants and other customers. We use a simulation model to test the effect of departures from traditional assumptions on the diffusion pattern and undertake an empirical field study to examine the prevalence of those departures in one specific industry. Our simulation findings suggest that network structure can have a substantial effect on the manner in which innovations diffuse, while innovation-specific communication links, and communication through third parties does not change the shape of the penetration trajectory as much as it alters the places in the process where salesforce effort can offer the most leverage. The empirical study shows strong evidence of imperfect mixing, that both pre-existing and innovation-specific communication links are used, and that communication through third parties may be as important to the diffusion process as direct links from adopters to potential adopters.
International Journal of Product Development | 2005
Robert Tietz; Pamela D. Morrison; Christian Lüthje; Cornelius Herstatt
Manufacturers benefit by dividing their innovation processes into distinct phases in order to ensure that development activities are performed efficiently. Users are expected to follow a more intuition-driven approach. In this paper, we analyse the way users improve or develop novel products. The field of our research is a new and rapidly evolving consumer market, the sport of kite surfing. We identified a sequence that underlies the approaches of user inventors. This sequence consists of two major stages, (1) idea generation and (2) idea realisation, each stage is further subdivided. We propose that a manufacturer can significantly profit from more closely observing such user activities.
Australasian Marketing Journal (amj) | 2004
Cynthia M. Webster; Pamela D. Morrison
Understanding relationships is fundamental to marketing. Research has moved beyond simple dyadic relations to examine how networks of relations influence behaviour. While network theory is frequently drawn upon in marketing, few researchers apply the formal network analytical techniques developed. The aim here is to make network analysis more accessible. In this paper we discuss the basic data requirements and use a large business-to-business communication network to demonstrate a number of network measures and theories that have been applied in marketing studies.
Creativity and Innovation Management | 2010
Patricia Sandmeier; Pamela D. Morrison; Oliver Gassmann
Successful product innovation has increasingly been recognized as an outcome of integrating customers into the new product development (NPD) process. In this paper, we explore customer integration by investigating the continual consideration of customer contributions throughout the product innovation process. Through a comparison of the customer integration practices by development contractors with those of in-house developers, we find that the iterative and adaptive innovation process structures of the development contractors facilitate the realization of the full customer contribution potential throughout the product innovation process. We also find additional support for the incorporation of open innovation into an organizations NPD activities. Our findings are based on in-depth case studies of the NPD activities of in-house developers and product development contractors.
Journal of International Marketing | 2011
Peter C. Verhoef; P.S.H. Leeflang; Jochen Reiner; Martin Natter; William E. Baker; Amir Grinstein; Anders Gustafsson; Pamela D. Morrison; John Saunders
This study of the influence of the marketing department (MD), as well as its relationship with firm performance, includes seven industrialized countries and aims to generalize the conceptual model presented by Verhoef and Leeflang (2009). This investigation considers the antecedents of perceived MD influence, top management respect for the MD, and MD decision influence, as well as the relationships of these three influence variables with market orientation (MO) and business performance (BP). Meta-analytic procedures reveal initial empirical generalizations: Accountability, MD innovativeness, and the customer connection capabilities of the MD relate consistently to all three studied MD influence measures. The generalization also shows that MD influence contributes to BP indirectly through its positive relationship with MO and directly through its positive direct relationship with BP.
Australasian Marketing Journal (amj) | 2000
Pamela D. Morrison; John H. Roberts; David F. Midgley
Abstract Leading Edge Users have been attracting increasing attention in the study of innovation. Their effect is hypothesised to be threefold: in the development of new product concepts; their role in early adoption and thus cash flows for the firm; and acting as a catalyst for the diffusion process. Urban and von Hippel (1988) demonstrate the first, Morrison, Roberts and Midgley (1998) test the second. In this paper we examine the degree of opinion leadership that Leading Edge Users (LEUs) have so we can estimate their potential to do the third. This paper shows that Leading Edge Status (LES) is related to opinion leadership as long as the organisation is well connected to the network. We found strong evidence that organisations with high LES were more likely to play a bridging role with organisations outside the industry than were Innovators (measured by Rogers’ time of adoption). This implies that LEUs are extremely useful in bringing information about technology into the industry from outside. When this is added to the Opinion Leadership role of LEUs, it is seen that they can play a positive role in speeding up the diffusion process.
Archive | 2004
Robert Tietz; Pamela D. Morrison; Christian Lüthje; Cornelius Herstatt
Manufacturers usually benefit by dividing their innovation processes into distinct phases in order to ensure that the development activities are performed efficiently in an appropriate sequence. Users usually do not apply such structured processes. They follow a more intuition-driven approach. In this paper we analyze the way users improve or develop novel products. The field of our research is a new and rapidly evolving consumer market, the sport of kite surfing. We identified a sequence that underlies the approaches of user inventors. This sequence consists of two major stages, (1) idea generation and (2) idea realization, each again subdivided. We propose that a manufacturer in the relevant product field can significantly profit from more closely observing such user activities: Better understanding of tacit needs which cannot be derived by applying classical market research methods. Learn about the adequacy of solutions from the user. This may guide their development activities and prevent development of inadequate solutions. Collect user ideas as well as corresponding solution knowledge at very low tariffs and increase reputation as a customer-close organization.
Journal of Business Research | 2002
John H. Roberts; Pamela D. Morrison
Abstract Convergence between computing, home entertainment, and telecommunications has become a technologically driven reality during the nineties. However, little attention has been paid to how consumers will evaluate products resulting from the combination of these industries. Ultimately, it is consumer choice that will drive the economic success of companies participating in these markets and a precursor to that choice is high perceived utility. Utility in turn is determined by consumer beliefs about product attributes. This paper examines consumer perceptions of various existing electronic information product categories and calibrates preference for manufacturers that compete within them. It shows how manufacturers can be represented in the same perceptual space as categories, and it estimates the preference drivers of both product categories and suppliers overall, as well as supplier performance in specific categories. Analysis of the existing market provides a platform from which to examine how consumers will evaluate new categories. In particular, we examine the convergence of television sets and personal computers, and estimate how well different suppliers are positioned to take advantage of this evolving market, including strategic alliances between similar and diverse manufacturers.
Journal of Service Theory and Practice | 2017
Lina Tan; John H. Roberts; Pamela D. Morrison
Purpose The purpose of this paper is to investigate the role of consumers’ expectations and their antecedents on beliefs, attitude and behavioral intentions when they respond to new corporate social responsibility (CSR) information about a service firm. Design/methodology/approach Empirically, the authors measure prior beliefs, and then calibrate how those beliefs change in response to a piece of news. The authors develop a conceptual model articulating the nature and antecedents of three types of expectations: would, could and should. The authors use structural equation modeling to test how these expectations influence the consumer evaluation process. Findings The results show that the effect of could expectations on the evaluation process is felt via their influence on would expectations; that is, would expectations fully mediate the relationship between could expectations and attitude toward news. Similarly, attitude toward news fully mediates the relationship between would and should expectations and updated beliefs about the firm. Research limitations/implications In the selected service industry, the findings show that expectations are mediated by the new information that consumers receive when they are updating their prior beliefs. The authors demonstrate the ability to understand the antecedents of expectations, which provides a vehicle by which the organization can influence the consumer evaluation process. Practical implications In practice, managers can identify the antecedents of consumer expectations and thus influence the reference points against which those consumers will evaluate news about their product. Social implications CSR has important implications for multiple stakeholders and the authors calibrate the determinants of how news about the organization’s performance on it may affect consumer decision processes. Originality/value The paper introduces “could” expectations into the services literature, examines the antecedents of the different types of expectations, and studies how their effect is felt through the evaluation process.
Business Strategy Review | 2001
John H. Roberts; Charles J. Nelson; Pamela D. Morrison
Much less has been written about market defence strategy than about market attack. This article focuses on one aspect of defensive strategy, defending against a new market entrant – though much of the thinking would also apply to other competitive assaults, like a major new product launch. The article outlines a model of the response of the Australian telecoms incumbent, Telstra, after deregulation. The authors conclude that market leaders should avoid price wars, understand the points in the consumer decision process that are defendable and use inertial strategies. Consumers’ views of the incumbent can dramatically change their perceptions of the new entrant too. For every new entrant, and every innovation by an existing competitor, there is at least one incumbent seeking to defend its market share and profit. Yet market defence has attracted much less attention than market attack. This is a serious weakness in strategy and marketing. Defence against competitive attack poses an important problem and the issues facing the defender are different to those facing the attacker. Some guidance comes from Hauser and Shugan (1983) in advising directional defensive moves with respect