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The contingent roles of R&D–sales versus R&D–marketing cooperation in new-product development of business-to-business firms

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  • Homburg, Christian
  • Alavi, Sascha
  • Rajab, Thomas
  • Wieseke, Jan

Abstract

This investigation explores the effectiveness of R&D–marketing cooperation as compared to R&D–sales cooperation for new-product development under different market and organizational circumstances in business-to-business settings. Using a cross-industry dyadic data set of 230 industrial firms, we show that the effects of R&D–marketing and R&D–sales cooperation on new-product advantage vary significantly, depending on the velocity of the market environment, company strategy, and R&D characteristics. Specifically, R&D–marketing cooperation exhibits a stronger association with new-product advantage if firms follow a cost leadership strategy, if R&D holds high power levels regarding new-product decisions, and if R&D collectivism is strongly pronounced. Conversely, R&D–sales cooperation exhibits a stronger effect on new-product advantage if technological turbulence is pronounced in the market, if the firm follows a differentiation strategy, and if R&D is influential in firm-wide budgeting decisions. These results may help firms decide which R&D cooperation type might be encouraged to maximize innovation success in a given situation.

Suggested Citation

  • Homburg, Christian & Alavi, Sascha & Rajab, Thomas & Wieseke, Jan, 2017. "The contingent roles of R&D–sales versus R&D–marketing cooperation in new-product development of business-to-business firms," International Journal of Research in Marketing, Elsevier, vol. 34(1), pages 212-230.
    • Handle: RePEc:eee:ijrema:v:34:y:2017:i:1:p:212-230
    DOI: 10.1016/j.ijresmar.2016.05.008
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    References listed on IDEAS

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