Gestão & Produção
https://www.gestaoeproducao.com/article/doi/10.1590/0104-530x4039-20
Gestão & Produção
Artigo Original

Effects of coexistence of marketing and operations on product innovation performance

Coexistência de marketing e operações e o sucesso da inovação

Jandir Balensiefer Vicenzi; Verner Luis Antoni; Claudio Damacena; Carlos Henrique Riss; Thayane Woellner Sviercoski Manosso

Downloads: 1
Views: 928

Abstract

Abstract: The present study aimed at investigating the impact of the coexistence of marketing and operations on product innovation performance in the flexible plastic packaging industry in Brazil. To this end, the study was conducted in two stages: one, exploratory and qualitative, and the other, descriptive and quantitative. In the first stage, a construct was chosen and validated to identify the effect of integrating the functions of innovation and develop an instrument for data collection. In the second stage, we defined the research population, collected data, and performed statistical analysis of the results. To measure the relationship of marketing and operations, we used a theoretical construct which investigates the level of integration in the four phases of the new product development process and innovation performance, considering both financial and non-financial dimensions. Data were collected through a structured questionnaire and statistically analyzed through linear regression and correlations between variables. The results showed that the integration of these areas has a positive and significant impact on the success of innovation, indicating that information-sharing in the initial and final stages of the product innovation process is a driver for achieving better performance. One of the main findings of this study is that, in isolation, the field of marketing does not perceive the impact of the integration of functions on innovation.

Keywords

Integration, Marketing, Operations, Innovation performance

Resumo

Resumo: O presente estudo teve como objetivo investigar o impacto da coexistência de marketing e operações no desempenho em inovação de produtos, na indústria de embalagens plásticas flexíveis do Brasil. Para alcançar o objetivo proposto, o estudo ocorreu em duas etapas, uma exploratória e qualitativa e outra descritiva e quantitativa. Na primeira, foi definido e validado o construto para identificar o efeito da integração entre as funções na inovação e elaborado o instrumento de coleta de dados. Na segunda, procedeu-se a definição da população da pesquisa, a coleta de dados e a análise estatística dos resultados. Para mensurar a relação de coexistência entre marketing e operações, utilizou-se um construto teórico que investiga o nível de integração nas quatro fases do processo de desenvolvimento de novos produtos e o desempenho em inovação, considerando dimensões financeiras e não financeiras. Os dados foram coletados por meio de um questionário estruturado e analisados estatisticamente por meio de regressão linear e correlações entre as variáveis. Os resultados evidenciaram que a integração entre as áreas tem impacto positivo e significativo no sucesso da inovação, indicando que os direcionadores para o alcance de um melhor desempenho encontram-se no compartilhamento de informações nos estágios iniciais e finais do processo de inovação em produtos. A verificação das percepções das duas áreas, isoladamente, indicou que a área de marketing não percebe a relação da integração entre as funções e a inovação, tornando-se essa uma das principais contribuições do estudo.

Palavras-chave

Integração, Marketing, Operações, Desempenho em inovação

Referências

Aaker D. A. Administração estratégica de mercado.. 2012.

Indústria brasileira de embalagens plásticas flexíveis tem desempenho positivo no primeiro semestre de 2017. 2017.

Estudo Macroeconômico da Embalagem ABRE/ FGV. 2016.

Baker W. E. L., Sinkula J. M. The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science. 1999;27(4):411-27.

Basnet C. The measurement of internal supply chain integration. Management Research Review. 2013;36(2):153-72.

Calantone R., Rubera G. When should RD & E and marketing collaborate? The moderating role of exploration-exploitation and environment uncertainty. Journal of Product Innovation Management. 2012;29(1):144-57.

Calantone R., Dröge C., Vickery S. Investigating the manufacturing-marketing interface in new product development: does context affect relationships?. Journal of Operations Management. 2002;20(2):73-87.

Camilo A. N. Inovações em embalagens flexíveis. Revista Embalagem e Tecnologia. 2016:20-3.

Campomar M. C., Ikeda A. A. Falácias em marketing no Brasil. 2006:1-8.

Cohen J. Statistical Power analysis for the behavioral sciences.. 1988.

Crawford C. M., Di Benedetto A. The products management.. 2008.

D’Avila L. C. Interdependência e integração entre marketing e operações nas operações de serviços. 2013.

Day G. Aligning the Organization to the Market.. Reflections on the Futures of Marketing. 1997:67-95.

Fallah M. H., Lechler T. H. Global innovation performance: strategic challenges for multinational corporations. Journal of Engineering and Technology Management. 2008;25(1-2):58-74.

Fernandes A., D’Avila A., Possamai L., Olea P. Identificação das inovações: estudo de caso em unidades hospitalares. Rahis. 2017:22-35.

Fitzsimmons J. A., Fitzsimmons M. J. Administração de serviços: operações, estratégia e tecnologia da informação. 2014.

Frishammar J., Lichtenthaler U., Rundquist J. Identifying technology commercialization opportunities: the importance of integrating product development knowledge. Journal of Product Innovation Management. 2012;29(4):573-89.

Hair Jr J. F., Babin B., Money A. H., Samuel P. Fundamentos de métodos de pesquisa em administração.. 2005.

Hausman W., Montgomery D., Roth A. Why should marketing and manufacturing work together?. Journal of Operations Management. 2002;20(3):241-57.

Henard D., Szymanski D. Why some new products are more successful than others. JMR, Journal of Marketing Research. 2001;38(3):362-75.

Hill T. Operations management.. 2005.

Homburg C., Alavi S., Rajab T., Wieseke J. 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. 2017;34(1):212-30.

Produto Interno Bruto valores correntes. 2017.

Jaworski B. J., Kohli A. K. Market orientation: antecedents and consequences. Journal of Marketing. 1993;57(3):53-70.

Kahn K., Mentzer J. Norms that distinguish between marketing and manufacturing. Journal of Business Research. 1994;30(2):111-8.

Kahn K., Mentzer J. Marketing’s integration with other departments. Journal of Business Research. 1998;42(1):53-62.

Keskin H. Market orientation, learning orientation, and innovation capabilities in SMEs an extended model. European Journal of Innovation Management. 2006;9(4):396-417.

Kong T., Li G., Feng T., Sun L. Effects of marketing–manufacturing integration across stages of new product development on performance. International Journal of Production Research. 2015;53(8):2269-84.

Kotler P., Rackham N., Krishnaswamy S. Ending the war between sales and marketing. Harvard Business Review. 2006;84(7-8):1-14.

Kwortnik R., Thompson G. Unifying service marketing and operations with service experience management. Journal of Service Research. 2009;11(4):389-406.

Lin Y., Wang Y., Kung L. Influences of cross-functional collaboration and knowledge creation on technology commercialization: evidence from high-tech industries. Industrial Marketing Management. 2015;49:128-38.

Ma Z., Yu M., Gao C., Zhou J., Yang Z. Institutional constraints of product innovation in China: evidence from international joint ventures. Journal of Business Research. 2015;68(5):949-56.

Malhotra N. Pesquisa de marketing: uma orientação aplicada.. 2004.

Malhotra N., Sharma S. Spanning the continuum between marketing and operations. Journal of Operations Management. 2002;20(3):209-19.

Mollenkopf D., Frankel R., Russo I. Creating value through returns management: exploring the marketing–operations interface. Journal of Operations Management. 2011;29(5):391-403.

Motta E. M., Moraes M. C. B. Proposta de atributos de serviços e de indicadores de desempenho para academias fitness. Leisure and Tourism Review. 2017;6(1):124-45.

Narver J., Slater S. The effect of a market orientation on business profitability. Journal of Marketing. 1990;54(4):20-35.

O’Leary-Kelly S. W., Flores B. E. The integration of manufacturing and marketing/sales decisions: impact of organizational performance. Journal of Operations Management. 2002;20(3):221-40.

Olson E. M., Walker Jr O. C., Ruekert R. W., Bonner J. M. Patterns of cooperation during new product development among marketing, operations, and R&D: implications for project performance. Journal of Product Innovation Management. 2001;18(4):258-71.

Orsini J. L., Karagozoglu N. Marketing, production interfaces in services industries. S.A.M. Advanced Management Journal. 1988;53(3):34.

Paiva E., Gavronski I., D’Avila L. The relationship between manufacturing integration and performance from an activity-oriented perspective. BAR - Brazilian Administration Review. 2011;8(4):376-94.

Peng G., Mu J., Di Benedetto C. A. Learning and open source software license choice. Decision Sciences. 2013;44(4):619-43.

Piercy N. Framing the problematic relationship between the marketing and operations functions. Journal of Strategic Marketing. 2007;15(2-3):185-207.

Schneider M., Engelen A. Enemy or friend? The cultural impact of cross-functional behavior on the EO–performance link. Journal of World Business. 2015;50(3):439-53.

Anuário do trabalho na micro e pequena empresa. 2013.

Shapiro B. Can marketing and manufacturing coexist?. Harvard Business Review. 1977;55:104-14.

Sivakumar K., Nakata C. Designing global new product teams – optimizing the effects of national culture on new product development. International Marketing Review. 2003;20(4):397-445.

Skinner W. Manufacturing – missing link in corporate strategy. Harvard Business Review. 1969;47(3):136-45.

Song M., Kawakami T., Stringfellow A. A cross-national comparative study of senior management policy, marketing–manufacturing involvement, and innovation performance. Journal of Product Innovation Management. 2010;27(2):179-200.

Song M., Podoynitsyna L., Van Der Bij H., Halman J. I. M. Success factors in new ventures: a meta-analysis. Journal of Product Innovation Management. 2008;25(1):7-27.

Swink M., Song X. M. Effects of marketing-manufacturing integration on new product development time and competitive advantage. Journal of Operations Management. 2007;25(1):2003-17.

Tang C. A review of marketing–operations interface models: from co-existence to coordination and collaboration. International Journal of Production Economics. 2010;125(1):22-40.

Tang F., Mu J., Thomas E. Who knows what in NPD Teams: communication context, mode, and task contingencies. Journal of Product Innovation Management. 2015;32(3):404-23.

Tatikonda M. V., Montoya-Weiss M. M. Integrating operations and marketing perspectives of product innovation: the influence of organizational process factors and capabilities on development performance. Management Science. 2001;41(1):151-72.

Tomaszewski L. A., Lacerda D. P., Teixeira R. Estratégia de operações em serviços de saúde preventiva: análise dos critérios competitivos e recomendações operacionais. Gestão & Produção. 2016;23(2):381-96.

Xie J., Song X. M., Stringfellow A. Antecedents and consequences of goal incongruity on new product development in five countries: a marketing view. Journal of Product Innovation Management. 2003;20(3):233-50.

Zanon C. J. Alinhamento estratégico das operações: estudos de caso na interface com marketing. 2011.

5e7e3ff30e88259733e1a446 gp Articles
Links & Downloads

Gest. Prod.

Share this page
Page Sections