文档介绍：Industrial Marketing Management 35 (2006) 308–322
A cross-national investigation of the R&D–marketing interface in the
product innovation process
⁎
Michael Song a, , R. Jeffrey Thieme b,1
a Charles N. Kimball, MRI/Missouri Endowed Chair in Management of Technology and Innovation and Professor of Marketing 318 Bloch School,
University of Missouri-Kansas City, 5110 Cherry Street, Kansas City, MO 64110–2499, USA
b Department of Marketing and Supply Chain Management, 302 Fogelman College Administration Building, University of Memphis,
Memphis, Tennessee 38152–3120, USA
Received 29 May 2004; received in revised form 12 August 2004; accepted 10 September 2004
Abstract
Managing the interface between R&D and marketing is a critical element of essful new product development programs. The purpose of
this research is twofold. First, we develop testable hypotheses from a theoretical model of cross–functional team management in the product
innovation process based on the seminal work of Gupta, Raj, and Wilemon. We test the hypotheses using data collected from 376 ., 292
Chinese, and 279 Japanese firms. Second, we uncover and highlight similarities and differences in cross-functional involvement between
marketing and R&D in the product innovation process across these three countries. The results generally provide overall support for the model and
reveal some surprising cross-national differences.
© 2006 Elsevier Inc. All rights reserved.
Keywords: Product innovation; Cross-functional team; Structural equations modeling; Cross-national research
1. Introduction in ., Japan, and China (Parry & Song, 1993, 1994; Song &
Parry, 1997a,b; Thieme, Song, & Shin, 2003; Xie, Song, &
In most industries, the ability to develop and launch new Stringfellow, 2003). NPD is plex process requiring input
products essfully is a major determinant of a firm's from both R&D and marketing. The boundary-spanning nature
competitive advantage. New product development