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The relationship between organisational orientation and research and development/technology commercialisation performance
Author(s) -
Dhewanto Wawan,
Sohal Amrik S.
Publication year - 2015
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/radm.12073
Subject(s) - competitor analysis , market orientation , business , new product development , product (mathematics) , commercialization , marketing , order (exchange) , resource (disambiguation) , technology management , emerging technologies , technology development , competitive advantage , industrial organization , computer science , engineering , manufacturing engineering , computer network , geometry , mathematics , finance , artificial intelligence
This paper explores organisational orientations related to research and development/technology commercialisation and their influence on technology commercialisation performance. A number of hypotheses are tested using structural equation modelling using data collected through a quantitative survey. The hypothesis that customer orientation and innovation orientation are related to technology commercialisation capability and the hypothesis that technology commercialisation capability is related to technology commercialisation performance are accepted, while the hypothesis that competitor orientation is related to technology commercialisation capability is not supported. From a theoretical perspective, the research contributes to a broader application of the resource‐based view in technology commercialisation research area, through exploring intangible resources (organisational orientations) and capability (technology commercialisation capability) that relate to technology commercialisation performance. From a practical perspective, in order to improve technology commercialisation performance, managers should monitor the speed of each commercialisation step: initiate the development of products (research); develop products (development); and launch the products to the market, so that the product arrives on the market in an appropriate time. Managers should also consider matching product customisation and market segment so that appropriate products are delivered to appropriate market segments. In addition, managers should monitor technology developments in the related industry, select appropriate technologies, acquire the technologies and integrate the technologies into their products, so that the improved product performs better than the previous product and competitors’ product.