| This dissertation consists of three essays which develop three models of marketing strategy and new product development. The first essay builds and tests a conceptual model of networking capability and new product development performance; the second essay develops and tests a theoretical research framework on social competency and new product development performance; and the third essay tests the relationship between strategic orientation and new product commercialization performance.;In the first essay, we argue theoretically and show empirically that networking capability is a reliable predictor of new product development performance. By controlling ties strength and other firm specific factors, we find that networking capability can facilitate interaction cost reduction, opportunity discovery, resources acquisition, technology and market knowledge generation, which, in turn, contribute to product innovation performance. Simultaneously, we find that environmental dynamism acts as a moderating factor in influencing the effect of networking capability on product innovation performance. The implication of the findings is that firms can build strong networking capability to enhance product innovation.;In the second essay, we explore the role of social competency of individuals in the new product development process. We find social competency to be a consistent and reliable predictor of new product performance. Also, we find learning is both a mediating and moderating variable, while technological competency, market knowledge, and technological dynamism are moderators of social competency in its relationship to new product development performance. The implication is that firms need to take individual characteristic variables such as social competency into consideration when they develop and commercialize product innovations.;In the third essay, we empirically test whether strategic orientation is positively related to new product commercialization using longitudinal data from China. We find that strategic orientation is positively related to new product advantage, new product radicalness, and number of new products introduced to the market. Also, we find that organizational learning mediates and environmental dynamism moderates the effect of strategic orientation on new product commercialization. Our framework offers valuable insights that a firm's successful commercialization of new products hinges upon the development of critical, yet complementary, strategic orientation sets in a dynamic business environment. |
