Innovation has become increasingly important to international marketing academics and practitioners as firms operate in a larger number of markets and organic growth becomes the watchword in the executive suite. The specific goals of this special issue are to present new insights into the concepts of innovation, innovation management, and the innovation-customer linkage that is relevant to international marketing scholars and practitioners concerned with the challenges of innovation in global markets. This issue intends to extend the current understanding of innovation in the field of marketing. Manuscripts may be theoretical or empirical. This special issue seeks to publish leading research on innovation in global markets from the perspectives of strategy, modeling and consumer behavior. A primary criterion for assessing fit with “Innovation in the Global Marketplace” is that manuscripts enhance the field of marketing’s understanding of innovation issues in the global context using rigorous theoretical and or empirical method.
Potential topics of interest would, but are not limited to: ·
- Product and service innovation challenges in the global marketplace·
- Employment of technology in innovation for enhancing global market effectiveness·
- Global and/or cross-national diffusion of innovations (product, service and/or process
- Effectively coordinating innovation activities across borders·
- Process innovation for global marketing effectiveness·
- Globalizing organizational process innovations for enhancing marketing capabilities·
- Innovating markets for strategic global growth·
- Challenges to entrepreneurial innovation across markets·
- Cross-cultural or cross-national consumer responses to product and service innovations·
- Role of mergers and acquisitions in global innovation·
- Product- and service-innovation alignment with corporate sustainability efforts·
- Linkages among innovation, branding, and product line proliferation in global efforts
Deadline for Submission: February 8, 2010.
Submitted manuscripts should follow the format indicated in the submission guidelines at: http://marketingpower.com/JIMGuidelines.
Manuscripts should be submitted at: http://mc.manuscriptcentral.com/ama_jim.
All manuscripts will be entered into the review process beginning February 9, 2010. Questions pertaining to the special issue should be directed to David A. Griffith, Editor, Journal of International Marketing (firstname.lastname@example.org). Check out some of the latest on innovation related topics published in the Journal of International Marketing.
- Global Consumer Innovativeness: Cross-Country Differences Demographic Commonalities. Gerard J. Tellis, Eden Yin, and Simon Bell. Journal of International Marketing, (2009), 17(2), 1-22.
Despite extensive research on consumer innovativeness, the literature does not contain a parsimonious construct that has been validated for use across countries, demographics, and categories. This study attempts to fill this gap by studying consumer innovativeness across 15 major world economies. Significantly, the authors find that four negatively valenced items constitute a construct of innovativeness that seems reasonably applicable across most countries. Although this construct of innovativeness varies systematically from country to country, common demographic antecedents emerge across countries. Within these commonalities, a measure of innovativeness shows some distinct category × demographics and category × country differences.
The full article can be viewed at: http://gtellis.net/Publications.aspx
- Product Development Strategy, Product Innovation Performance, and the Mediating Role of Knowledge Utilization: Evidence from Subsidiaries in ChinaJunfeng Zhang, C. Anthony Di Benedetto, and Scott HoenigJournal of International Marketing, (2009), 17(2), 42-58. This study examines the interplay of product development strategy, knowledge utilization, and product innovation performance in the context of Chinese subsidiaries of multinational companies. When firms strive to develop highly innovative products (breakthrough focus), the amount of resources allocated has a U-shaped relationship to subsequent product innovation performance (i.e., market rewards of new products). When the aim of product development activity is to reinforce and maintain moderately innovative products (platform focus), increased resource allocation shows a positive relationship to product innovation performance. The amount of resources allocated to minor revisions (incremental focus) shows no significant relationship to product innovation performance. Knowledge utilization is an important predictor of the benefits of developing highly and moderately innovative products. Moreover, it helps to mitigate the drawbacks of a breakthrough focus and strengthens the positive impact of a platform focus. The full article can be viewed at: http://www.hkbu.edu.hk/~mkt/journal/2009 JIM Zhang Di Benedetto Hoenig.pdf
- Persistence and Learning: Success Factors of Taiwanese Firms in International MarketsJoseph Johnson, Eden Yin, and Hueiting TsaiJournal of International Marketing, (2009), 17(3), 39-54. A relatively recent trend in international marketing is the rising number of firms from nontriad countries seeking growth and profits from foreign markets. Yet no study has examined the international performance of these firms. How successful have their efforts been? What factors drive their success? The authors examine these questions by building a theory-based conceptual framework that links firm international performance to its antecedents. They test the framework using a sample of 110 Taiwanese firms. The key findings are as follows: (1) The internationalization–performance relationship is characterized by a joint U + N shape, (2) learning capacity is positively associated with international performance, and (3) research and development intensity is not a key driver of performance. Though based on a sample of Taiwanese firms only, these results imply that nontriad firms embarking on internationalization must persist despite early setbacks, must develop their learning capacity, and should not develop extensive research and development capabilities while internationalizing. The authors conclude with a discussion of the reasons for these findings. The full article can be viewed at: http://www.jbs.cam.ac.uk/research/faculty/yinepub.html
- Knowledge Transfer Between Multinational Corporations' Headquarters and Their Subsidiaries: Influences on and Implications for New Product OutcomesRuby P. Lee, Qimei Chen, Daekwan Kim, and Jean L. JohnsonJournal of International Marketing, (2008), 16(2), 1-31. A multinational corporation's (MNC's) competitive advantage depends increasingly on control over intangible resources, such as knowledge and relational capital. Although prior research has suggested that cross-border knowledge transfer in MNCs is critical to their new product outcomes, the conditions under which such knowledge transfer can serve to induce positive outcomes remain unclear. This study builds on resource-based theory to suggest that knowledge and MNC network strength are the two critical firm resources individually and collectively influencing new product outcomes. Because MNCs are subject to the pressures on various environmental changes, the authors rely on the contingency theory to examine when knowledge transfer works in differential global market and technological turbulence. The results of a survey of MNC headquarters show that the impacts of cross-border knowledge transfer on new product outcomes are not always positive, depending on the levels of network strength and environmental turbulence. Full text available at:http://cob.fsu.edu/mar/vita/2008_Lee_Chen_Kim_and_Johnson.pdf