The Role of Existing Knowledge in New Product Innovativeness and Performance

By Beverly K. Brockman, Robert M. Morgan. Decision Sciences, 2003

482 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2fdc41bbf06664b2f6df56d8935deb76edf5d7e4

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Citations in the corpus

Innovation, organizational learning, and performance (2011, background): “, 2000; Darroch and McNaugton, 2002; Lyon and Ferrier, 2002; Utterback, 1994; Vrakking, 1990; Wolfe, 1994), and organizational learning (Brockmand and Morgan, 2003; Dodgson, 1993; Fiol and Lyles, 1985; Garvin, 1993; Gnyawali et al., 1997; Nevis et al., 1995; Stata, 1989) play in enhancing a firm's c”
An Investigation of the Effects of Corporate Ethical Values on Employee Commitment and Performance: Examining the Moderating Role of Perceived Fairness (2009, background): “A significant decrease in v from first to second model implies that the moderator plays a significant role in the relationship between independent and dependent variable (Brockman and Morgan, 2003).”
Utilizing customer knowledge in innovation: antecedents and impact of customer involvement on new product performance (2015, unknown): “In CIS, NPD employees are solely responsible for product design and their technological knowledge influences the type and amount of customer information being acquired and used (Brockman and Morgan 2003).”
Under the radar: Industry entry by user entrepreneurs (2010, background): “Successful innovators need the ability to identify external knowledge as an important input to innovation and commercialization, and must have the capability of combining new and existing knowledge (Alvarez & Barney, 2005; Brockman & Morgan, 2003; Chirico & Salvato, 2008).”
Antecedents and Consequences of Creativity in Product Innovation Teams (2013, background): “…our model includes incentive systems, formal structure, and senior management support that have also been shown to significantly influence creativity in teams (Brockman and Morgan, 2003; Brown and Eisenhardt, 1995; Ford, 1996; Hargadon and Sutton, 1997; Shane and Ulrich, 2004; Van de Ven, 1986).”
Assessing the impact of organizational learning capability on product innovation performance: an empirical test (2008, background): “However, it should be noted that innovation performance is closely linked to overall performance (Wheelwright and Clark, 1992; Brockman and Morgan, 2003; West and Iansiti, 2003).”
Antecedents and consequences of reflexivity in new product idea screening (2011, background): “Reflexivity in the screening stage allows teams to learn from previous experiences (Alam, 2006; Morgan and Brockman, 2003), errors (Tjosvold, Yu, and Hui, 2004) and to assess and adapt their methods and procedures.”
The effects of entrepreneurial orientation and marketing information on the performance of SMEs (2007, background): “First, previous studies (e.g., Brockman and Morgan, 2003; Soh, 2003) found that acquiring information can result in greater new product performance.”
Training and Performance: The Mediating Role of Organizational Learning (2014, background): “Literature considers organizational learning as a basis for gaining a sustainable competitive advantage and a key variable in the enhancing of organizational performance (Dodgson, 1993; Garvin, 1993; Nevis et al., 1995; Brockmand and Morgan, 2003).”
Organizational culture and innovation culture: exploring the relationships between constructs (2012, background): “Brockman and Morgan (2003) found a positive relationship between entrepreneurship (which incorporates adaptability) and innovation.”
An Investigation of Spanish SME Innovation during Different Economic Conditions (2013, methodology): “This approach to measuring organization performance was also used by Miron, Erez, and Naveh (2004), Brockman and Morgan (2003), and Van Auken, Madrid, and Gracia (2008).”
The Effectiveness of Customer Participation in New Product Development: A Meta-Analysis (2016, background): “As a result, large firms are expected to find it easier to evaluate the potential value of knowledge obtained from customers in the NPD process, leverage the knowledge effectively, and apply it to new products (Brockman and Morgan 2003).”