Effects of Relational Knowledge Emphasis on New Product Development Strategy–Model

Abstract

The “Effects of Relational Knowledge Emphasis on New Product Development Strategy–Model” was created by Wang et al. (2023) to support a study that introduced and examined the concept of relational knowledge emphasis. The primary goal was to investigate how this emphasis influences a company’s new product development (NPD) strategies. The items proposed for this model were adapted and built upon previous research conducted by Johnson et al. (2004), Zhou & Wu (2010), and Jaworski & Kohli (1993). To validate the measure, it was administered to a sample consisting of Business-to-Business (B2B) firms located in China. The study reported comprehensive results related to the model’s factor structure, its reliability, and its validity.

Keywords

Business-To-Business Firms; Exploitation; Exploration; Functional Knowledge; Interactional Knowledge; Knowledge Stores; Market Knowledge; New Product Development Strategy; Relational Knowledge Emphasis; State Ownership; Technology Turbulence

Authors

Wang, Xinchun; Wei, Ruiqi; Liu, Yuerong; Xia, Hui; Zhao, Yanhui

---

Purpose

The purpose of this measurement model is to assess the effects of relational knowledge emphasis on new product development strategy.

Construct

Product Development; Relational Knowledge

Validity

The validity of the measure was established through convergent and discriminant analyses. The results indicated that all factor loadings are both positive and statistically significant at the 0.05 level. Furthermore, all factors loaded onto their designated items, with the majority of these loadings exceeding a value of 0.65. This evidence confirms that the measurement model possesses acceptable convergent validity, as per the standards set by Nunnally (1978). In addition, all calculated values for the average variance extracted (AVE) were found to be greater than the squared correlations between the corresponding pairs of constructs. This finding provides strong support for the model’s discriminant validity, consistent with the criteria outlined by Bagozzi, Yi, & Phillips (1991).

Reliability

The internal consistency of the measure was evaluated, yielding Composite Reliability (CR) values that ranged from 0.73 to 0.87.

Factor Analysis

A Confirmatory Factor Analysis (CFA) was conducted, and the results produced acceptable model fitness indices (χ2 = 397.49, df = 215, p < 0.001; CFI = 0.91; TLI = 0.90; RMSEA = 0.07). To address the potential for common method bias, a test was performed where the correlation matrix was adjusted by subtracting the lowest positive correlation found between the marker variable and relative exploration in NPD (γ = 0.10, p > 0.10). The matrix remained statistically unchanged after this adjustment. Consequently, it was concluded that common method bias did not pose a significant threat to the validity of the results.

Instrument

Test Type: This is an original instrument, classified as an Inventory/Questionnaire.
Format: The instrument consists of 24 items. Responses are captured using 7-point rating scales. The administration is conducted electronically.
Language Available: The test is available in English.
Population Group: The intended population group is Human.
Age Group: No data is Available
Population Details: The instrument was administered to a sample of Business-To-Business (B2B) firms located in China.
Test Methodology: The development and validation process included assessments of Test Validity, Convergent Validity, Discriminant Validity, Test Reliability, Internal Consistency, Factor Analysis, Confirmatory Factor Analysis, and the overall Measurement Model.

Keywords

Business-To-Business Firms; Customer Relationship Management; Exploitation; Exploration; Functional Knowledge; Interactional Knowledge; Knowledge Stores; Market Knowledge; New Product Development Strategy; Organizational and Occupational Measures; Organizational Behavior; Organizational Learning; Product Design; Relational Knowledge Emphasis; State Ownership; Technology; Technology Turbulence

Authors

Wang, Xinchun

• Author ocrid Identifier: No data is Available

• Affiliation: West Virginia University John Chambers College of Business and Economics

• Email addresses: [email protected]

Wei, Ruiqi

• Author ocrid Identifier: No data is Available

• Affiliation: Emlyon business school

• Email addresses: [email protected]

Liu, Yuerong

• Author ocrid Identifier: No data is Available

• Affiliation: University of Massachusetts Lowell Manning School of Business

• Email addresses: [email protected]

Xia, Hui

• Author ocrid Identifier: No data is Available

• Affiliation: Shandong University Weihai School of Business

• Email addresses: [email protected]

Zhao, Yanhui

• Author ocrid Identifier: No data is Available

• Affiliation: University of Nebraska at Omaha College of Business Administration

• Email addresses: [email protected]

Correspondence Address: Xia, Hui: [email protected]

Permissions & Fee and Test Year

• Permissions: The instrument may be used for Research/Teaching purposes.

• Commercial: No

• Fee: No

• Test Year: 2023

reference’s

Wang, X., Wei, R., Liu, Y., Xia, H., & Zhao, Y. (2023). The effects of relational knowledge emphasis on new product development strategy. Industrial Marketing Management, 109, 257–270. https://doi.org/10.1016/j.indmarman.2023.02.005

Items of the The Effects of Relational Knowledge Emphasis on New Product Development Strategy–Model

The full list of 24 test items is available in the source publication. They can be found in Appendix B on pages 268-269 of the article.

The items are designed to measure the following constructs and subscales:

• Knowledge stores

  • Interactional knowledge

  • Functional knowledge

  • Market knowledge

• Exploration

• Exploitation (Technology turbulence)

• State ownership

Knowledge stores (Johnson et al., 2004)
Please evaluate the level of knowledge your firm has in the following areas (1 = very little; 7 = lots of knowledge)

Interactional knowledge
| Items |
| :— |
| Negotiating with suppliers/customers |
| Planning and management of partnering activities |
| Initiating and implementing cooperative programs with suppliers/customers |
| Managing conflict with suppliers/customers |

Functional knowledge
| Items |
| :— |
| Cost-reduction strategies involving suppliers/customers |
| Working with supplier/customers to develop products |
| Working with suppliers/customers to reduce delivery times |
| Working with suppliers/customers on quality management |
| Integrating suppliers/customers into the firm’s JIT system |

Market knowledge
| Items |
| :— |
| Laws and regulations relevant to supplier/customer relationships |
| Market conditions affecting buying |
| Competitors’ purchasing behaviors |

Exploration (Zhou & Wu, 2010)
In the new product development processes, to what extent has your firm (1 = very low; 7 = very high).

Exploitation (Zhou & Wu, 2010)
In the new product development processes, to what extent has your firm (1 = very low; 7 = very high).

Technology turbulence (Jaworski & Kohli, 1993)

State ownership
Please indicate the level of state ownership in your firm.