外文翻译---中小企业创新发展与产品经营的制胜战略

1、山东理工大学 毕业设计（论文）外文资料及译文学 院： 商学院 专 业： 工业工程 学生姓名： 李松 指导教师： 殷秀清 毕业设计（论文）时间：二一二 年 三 月 五日 六月十日 共 十四周 1Journal of Business Research 64 (2011) 11471150Winning strategies for innovation and high-technology products managementSang-Hoon Kim1. IntroductionInnovations become a key concept in the business world a

2、s the global economy seeks to escape from a period of major recession. Despite developments of so many breakthrough technologies and products, high-tech firms, big or small, are still struggling in creating and extending the new market opportunities. With technology being a necessary condition, mark

3、eting should play a critical role in fulfilling the dream of successful diffusion of high-tech products and services.It is an honor and pleasure of co-guest editor stop resent high quality papers that are to provide rigorous and relevant insights into the critical issues of this area in the special

4、issue of the Journal of Business Research. This special issue is a direct out come of the Global Marketing Conference held in Tokyo, Japan during September 9 to 12 in the year 2010, which Korean Academy of Marketing Science and Society for Marketing Advances co-organized. The conference was very suc

5、cessful in the sense that it gathered scholars from several countries all over the world and that it received more than 1000 submissions. The track of “Innovation,Diffusion, and Adoption of High-Tech Products” was one of the most populartracks among 48 of them at the conference. The conference paper

6、s submitted to this track went through three stages of blind review processes, and the guest editors are proud to include 20 most excellent papers in this issue.The following sections discuss major issues in the research area of innovation, diffusion, and adoption, and then summarize the papers incl

7、uded in this special issue. In the last section, the guest-editors acknowledge the contributors to this special issue.2. Emerging issues in innovation and diffusion researchWhen the first edition of Everett M. Rogers' book of Diffusion of Innovation came out in 1962, there were 405 papers on the

8、 topic (Rogers,1995).The total number of publications in innovation diffusion grew ten-fold by 1995, over 4000. It is almost certain that the number would be more than 40,000 by now. Considering that the key word of “innovation” is popular across all academic subcategories of business research, it m

9、ight be far beyond our guesstimate.With such a long history and great interest, innovation literature has sought to answer the questions such as:* How can firms successfully develop innovative new products or services?* Which innovation characteristics affect consumers' adoption of innovative ne

10、w products and how?* How can we forecast the speed and pattern of innovation diffusion?* How can we forecast the demand of innovative new products?* How do consumers behave in adopting (i.e., making decisions and purchasing) innovative products?* What are the roles and traits of innovators and other

11、 adopter categories?* What roles do marketing actions play in innovation adoption and diffusion? A myriad of behavioral studies investigated the phenomenon of innovation adoption and diffusion, thereby yielding numerous managerial insights valuable for managers of high-tech firms. Meanwhile, modelin

12、g and forecasting of innovation diffusion constitutes another big stream of research . As Sultan,Farley ,and Lehmann(1990)report in ameta-analysis study, innovation diffusion models, including the famous Bass model and its variants, have become very effective as well as efficient. Another substantiv

13、e venue of innovation research is so-called technology acceptance models(TAM),first in troduced by Fred Davis in 1989.Though the key elements of Davis (1989) model are ease of use and usefulness, there are various versions of TAM incorporating variables such as compatibility, complexity, and relativ

14、e advantage based on earlier studies (e.g., Tornatzky & Klein, 1982). To reflect diverse context and product uniqueness, scholars have replicated and extended the TAM models in all possible directions(e.g.,Venkatesh&Davis,2000). Although huge literature of innovation research answered many o

15、f the above questions, both the scholars and practitioners still face challenges to address the issues such as the following.* How can firms make their innovation processes successful?* How can firms successfully commercialize technologies?* What factors affect the global diffusion of high-tech prod

16、ucts?* What roles do online buzz and social networks play in innovation adoption and diffusion?* What kinds of strategic behavior do consumers make and how hould marketers respond to them?* What marketing strategies are effective in creating new markets?We briefly discuss the above six issues one by

17、 one. First espite the fact that there is plenty of research tackling nnovation process, firms are still struggling in making it successful.One possibility is that current research fails to notice that there are ifferent factors working at different stages of innovation development. Further, firms n

18、eed to consider innovation process not only in the business but also in the broad context of social change.Second, technology commercialization gets more and more important as companies seek for growing opportunities in the midst of recession .However, studies in this area haven't made big strid

19、es for decades. Active research on many critical issues such as industry-university collaboration, technology transfer, and the evaluation of early-stage high-tech firms, is necessary.Third, as the world becomes smaller, the issue of global diffusion garners more attention. Therefore, more research

20、on technology adoption needs to focus on the country level adoption rather than individual or company level ones. To better understand and forecast the country level diffusion, one needs to figure out the differences among various economies in terms of information and communication infrastructure. M

21、easurements and classification schemes are essential in order to build and test the theories on this matter.The fourth challenging issue in innovation and diffusion research is regarding the role of social networks. A unified TAM developed by Venkatesh,Davis,Morris,Davis, and Davis(2003)identify soc

22、ial in fluenceas a key construct that determines both usage intention and usage behavior. Though theoretical research in this venue is very active these days(e.g. Goldenberg et al.,2009;Goldenberg,Libai,&Muller,2001),the number of empirical studies is negligible. Also, theoretical and empirical

23、work on the effectiveness of online word-of-mouth activities will enhance the understanding of consumers' innovation adoption behavior.Fifth, consumer behavior research in the context of high-tech marketing needs to further address the strategic behavior of consumers. Techno-savvy consumers arme

24、d with vast information behave in an opportunistic way. They balk at the new product introduction and frequently leapfrog (i.e., skip a version of a product for the next one). They try to minimize economic and physical risks in many ways. Sometimes they even produce and disseminate false information

25、 or lead negative campaigns to protect their own benefit. Further theoretical developments on post-adoption behavior also appear to be promising.Finally, empirical work on the linkage of various marketing strategies and their effects would be desirable. As companies design and manufacture their prod

26、ucts in many different countries, the concept of country-of-origin (COO) has evolved into a multi-national one. Scholars need to reexamine the effects of country of manufacture and country of brand in a more realistic and complicated setting. As social network service (SNS) plays important roles in

27、the adoption of innovation, efficiency and effectiveness of marketing strategies based on online or mobile SNS ask for verification.The guest editors believe that the current special issue of Journal of Business Research is a first step to reply to the questions discussed above. This special issue c

28、overs a wide spectrum of innovation research ,but it focuses mainly on the critical themes above, thereby contributing to both academia and industry. Some comments on each paper follow.3. Successful innovationInnovation not only has a direct impact on the viability of a firm but also influences the

29、social and economic change (Sorensen & Stuart, 2000). Jie Wu investigates the asymmetric roles of business ties and political ties in the innovation processes. A survey examines Chinese firms across multiple sectors and draws interesting results on different impacts by the two types of ties. Pro

30、duct development and innovation are vital to firm's success (Yalcinkaya, Calantone, & Griffith, 2007). Innovation is more critical in the high-tech industries (Kobrin, 1991; Madhok & Osegowitsch, 2000). Ana Lisboa, Dionysis Skarmeas, and Carmen Lages investigate the role of firm's cu

31、stomers and competitor orientation, in driving innovative capabilities and the impact of these capabilities on firm's current and future performance. Findings suggest different relation- ships to exploitative and/or explorative capabilities.Various factors may affect innovation at different stag

32、es of adoption. Nicole Vowles,Peter Thirkell,and Ashish Sinha study which factors best explain business to business adoption of a radical,high-tech innovation early in the diffusion process. Early lifecycle data provide insights about the differences in determinants of adoption at different times in

33、 the product diffusion process. The results indicate that differences do exist among the determinants of early adoption, intent to adopt later, and unawareness of the innovation.In other words, trade in services has close connections with traditional trade and investment, and expansion of trade in s

34、ervices also promotes further trade and investment in goods. Moreover, promotion of trade in services increases the efficiency of production and productivity. Therefore, we can say that the expansion of trade in services leads to economic growth.4. A brief history of the UK ceramics industryCeramics

35、 are defined as non-metallic inorganic materials and the word ceramics derives from the Greek Karamos, which roughly translates as fired earth. The famous potters Josiah Wedgwood, Thomas Minton and Josiah Spode founded potteries in Staffordshire, in the UK, in the 18th century in the towns that were

36、 to amalgamate and become known as Stoke-on-Trent. This region was most suitable for pottery production due to its abundance of local clay and coal for kilns. These resources aided the initial growth of the UK pottery industry along with the Trent and Mersey Canal in 1777.2. The role of innovation a

37、nd new technologyIt can be argued that the UK ceramics industry has witnessed two technological innovation and new technology revolutions. When the first potters started production of ceramics in Stoke-on-Trent they, effectively, turned what was a craft into an industry. This initial production of t

38、raditional ceramic goods (i.e., tableware, tile, brick and sanitaryware sectors) brought with it the main innovating problem of obtaining output continuity; manufacturing one cup, tile or brick as mentioned previously. To respond to this, revolutionary production units were established, the forerunn

39、er to this being Wedgwood. Much of the industry then witnessed an extended period of consolidation and, up until the middle of the twentieth century, the manufacturing of ceramics goods had hardly changed from the revolutionary production units of 200 years ago.Today, new technology is of increasing

40、 importance to the UK ceramic producer. With increased competition from both other materials (for example, glass and plastic) and foreign markets, the need for new technology to provide faster throughput times and greater reliability is of great importance. The majority of this innovation activity i

41、s concerned with making ceramic goods quicker, cheaper, more reliable and long lasting. Increased mechanisation is also being sought in the majority of the main manufacturers from tile, sanitaryware and tableware manufactures: The industrial potter's ideal is a single machine into which are fed

42、the powdered raw materials at one end and which turns out the fully finished pieces of ware, ready for despatch, at the other end. 3. The role of the research and technology organisation (RTO)RTOs and Research Associations are private sector companies that specialise in the provision of services to

43、the complete spectrum of UK and international companies, generating and diffusing innovation across the technology spectrum. An RTO will usually represent an industry or technology-type and draw its member base from the companies it serves. Their unique position enables them to understand the mechan

44、isms, requirements and needs of their particular industry or sector, which makes them the ideal broker in the provision of innovation for that sector. Their discourse with regulatory bodies, as well as the member base, also makes them ideally placed to understand technological and innovation drivers

45、 in their industry.1 The RTO for the ceramics industry is CERAM Research. Established in 1948, it offers a wide range of services (for example, consultancy, testing and technical support) for all ceramic sectors; which includes traditional ceramics and structural (bricks and roof tiles) and advanced

46、 ceramics. However, CERAM's major strength in aiding and facilitating innovation amongst members of the industry, is its ability to facilitate funding and management of collaborative research, development and technology transfer projects. There is, however, evidence of attempts to improve this b

47、usiness awareness in the industry. The development of various industrial think-tanks and strategic direction groups, for example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation process

48、es. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic about exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, althoug

49、h slight, trend of employing managers and executives from other, more technologically advanced, industries underlines this.There is, however, evidence of attempts to improve this business awareness in the industry. The development of various industrial think-tanks and strategic direction groups, for

50、 example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation processes. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic ab

51、out exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, although slight, trend of employing managers and executives from other, more technologically advanced, industries underlines th

52、is.4. Organisation and management of innovationAs past literature illustrates, the organisation and management of innovation is key to overall business success, especially since it is something that can be controlled. This is no different in the ceramics industry, where effective organisation, plann

53、ing, scheduling and implementation of innovation is of great importance. One interview respondent commented that the process had to be treated as if it were a business in its own right: You can't handle it from the inception point in anything other than with business objectives at the end.Much o

54、f this project planning and consequent management is, however, very dependent on the source of funding for innovation. As emphasised above, many ceramics companies do not have the resources to innovate beyond incremental improvements and amendments, in the form of product range additions, etc. There

55、fore, they seek external funding and project management support. Such sources include government, Department of Trade and Industry (DTI) and European Commission funding. However, when such funding is secured, there are often concrete targets set and deliverables required by the funding source. This

56、is because, today, much Government and European funding for commercial research and technology transfer requires comprehensive justification. Consequently, much of the planning and management procedures for externally funded projects are determined as a result of contractual agreements between the f

57、unding body and the innovating organisation. An example of this, in the Ceramics industry, is Airless Drying.Another significant organisation and management related influence on innovation in the ceramicsindustry is that of personalities; individuals and groups that facilitate and stimulate the proc

58、ess of innovation. Often referred to in the literature as project champions or (technical) gatekeepers, there is much emphasis on the need for such individuals in the ceramics industry. The term personalities is used purposefully, since observation and interviews have highlighted that this is often

59、what is needed in order to drive innovation forward. Interviews also emphasised some of the traits such as thorough flexibility and experience of the industry a personality should have.An often cited example of a project champion in the ceramics industry is that of Pilkington. Particulate material folklore has it that Pilkington wanted to produce flat screen glass, yet was unsure how to do it. One day, one of the members of the Pilkington family was wa