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Implementation of Industrial Process Innovations: Factors, Effects, and Marketing Implications
Author(s) -
Meyers Patricia W.,
Sivakumar K.,
Nakata Cheryl
Publication year - 1999
Publication title -
journal of product innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.646
H-Index - 144
eISSN - 1540-5885
pISSN - 0737-6782
DOI - 10.1111/1540-5885.1630295
Subject(s) - business , process (computing) , marketing , industrial organization , process management , computer science , operating system
Recent research concerning industrial process innovations, such as robotics, expert systems, computer‐aided design and manufacturing, and decision support systems, calls for greater focus on the early usage activities that often follow the adoption decision. These activities are called implementation. Implementation determines whether buyers realize the full benefits of industrial process innovations. Providers of industrial innovations may be interested in understanding the key factors influencing implementation and the nature of effects. Such knowledge would be useful not only in enhancing implementation but also in devising strategies to build market advantages. To address the knowledge need, we reviewed the large, fragmented body of work on implementation, which is dispersed across many disciplines, including process engineering, information technology, human resources management, and marketing. We then synthesized relevant findings, developing a conceptual framework and deriving propositions describing the effects of key factors on implementation. Finally, to demonstrate the usefulness of the integrated knowledge, we draw some marketing implications, specifically for new product development, market development, and relationship management.