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Three Essays on the Origins and Consequences of Product Exploration.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Three Essays on the Origins and Consequences of Product Exploration./
作者:	Fast, Jonathan.
面頁冊數:	1 online resource (126 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-11, Section: B.
Contained By:	Dissertations Abstracts International85-11B.
標題:	Innovations. -
電子資源:	click for full text (PQDT)
ISBN:	9798382615875

Three Essays on the Origins and Consequences of Product Exploration.
Fast, Jonathan.

Three Essays on the Origins and Consequences of Product Exploration. - 1 online resource (126 pages)

Source: Dissertations Abstracts International, Volume: 85-11, Section: B.

Thesis (Ph.D.)--McGill University (Canada), 2023.

Includes bibliographical references

The first essay of this dissertation is a review of the literature from leading management journals on product exploration (i.e., a firm's creation of new products different from those in its existing product portfolio). This review shows a strong base of studies on the antecedents and consequences of product exploration, although the latter has received comparatively less attention. It further reveals five opportunities for future research, two of which motivate the second and third essays of this dissertation. The first of the two opportunities that I focus on is determining how the elements that lead to product exploration operate through the new product development process. The second is to identify whether and when exploratory products are riskier than exploitative products.In the second essay, we extend research on technological exploration as an antecedent to product exploration. Prior research shows that firms can improve their technological exploration through their organizational structure, particularly by implementing structural separation. We consider the downstream effects of structural separation as firms turn technological exploration into product exploration, which requires the difficult translation of technological inventions into commercial products. As a baseline, we predict that technological exploration increases a firm's product exploration rate. However, we also predict that the delicate transition from technological exploration to product exploration is impeded by barriers stemming from structural separation. We identify three types of structural separation - divisional compartmentalization, geographic dispersion, and internal network fragmentation - as barriers that weaken the baseline relationship. An empirical analysis in the American medical devices industry provides robust support for our hypotheses. The findings of this study contribute to the literatures on ambidexterity, organizational exploration, and organizational R&D structures.In the third essay, we advance research on the performance implications of product exploration. New product introductions can be a source of firm renewal and growth or precipitate a firm's downfall. We use the concepts of exploration-exploitation and second-order learning from the organizational learning literature to explain this variability. We predict that exploratory products have more variable performance outcomes than exploitative products. This is because they have the potential for superior effectiveness or to create new lines of business, but they also require costly organizational changes and increase the likelihood of mistakes. Further, we hypothesize that this effect is augmented if the product also addresses a new-to-the-firm market segment and is attenuated when the firm has greater experience in marketing exploratory products. Using a large-scale study on stock market reactions to the FDA approval of new medical devices between 2000 and 2015, we find partial support for our hypotheses. The findings of this study contribute to the literatures on organizational learning, new product introductions, and market reactions to strategic actions.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798382615875Subjects--Topical Terms:

578404
Innovations.
Index Terms--Genre/Form:

554714
Electronic books.

Three Essays on the Origins and Consequences of Product Exploration.
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502 $a Thesis (Ph.D.)--McGill University (Canada), 2023.
504 $a Includes bibliographical references
520 $a The first essay of this dissertation is a review of the literature from leading management journals on product exploration (i.e., a firm's creation of new products different from those in its existing product portfolio). This review shows a strong base of studies on the antecedents and consequences of product exploration, although the latter has received comparatively less attention. It further reveals five opportunities for future research, two of which motivate the second and third essays of this dissertation. The first of the two opportunities that I focus on is determining how the elements that lead to product exploration operate through the new product development process. The second is to identify whether and when exploratory products are riskier than exploitative products.In the second essay, we extend research on technological exploration as an antecedent to product exploration. Prior research shows that firms can improve their technological exploration through their organizational structure, particularly by implementing structural separation. We consider the downstream effects of structural separation as firms turn technological exploration into product exploration, which requires the difficult translation of technological inventions into commercial products. As a baseline, we predict that technological exploration increases a firm's product exploration rate. However, we also predict that the delicate transition from technological exploration to product exploration is impeded by barriers stemming from structural separation. We identify three types of structural separation - divisional compartmentalization, geographic dispersion, and internal network fragmentation - as barriers that weaken the baseline relationship. An empirical analysis in the American medical devices industry provides robust support for our hypotheses. The findings of this study contribute to the literatures on ambidexterity, organizational exploration, and organizational R&D structures.In the third essay, we advance research on the performance implications of product exploration. New product introductions can be a source of firm renewal and growth or precipitate a firm's downfall. We use the concepts of exploration-exploitation and second-order learning from the organizational learning literature to explain this variability. We predict that exploratory products have more variable performance outcomes than exploitative products. This is because they have the potential for superior effectiveness or to create new lines of business, but they also require costly organizational changes and increase the likelihood of mistakes. Further, we hypothesize that this effect is augmented if the product also addresses a new-to-the-firm market segment and is attenuated when the firm has greater experience in marketing exploratory products. Using a large-scale study on stock market reactions to the FDA approval of new medical devices between 2000 and 2015, we find partial support for our hypotheses. The findings of this study contribute to the literatures on organizational learning, new product introductions, and market reactions to strategic actions.
520 $a Le premier essai de cette these consiste en une analyse de la documentation des principales revues de gestion sur l'exploration de produits (c'est-a-dire la creation par une entreprise de nouveaux produits differents de ceux figurant dans son portefeuille de produits existant). Cette analyse montre qu'il existe une base solide d'etudes sur les antecedents et les consequences de l'exploration de produits, bien que cette derniere ait recu comparativement moins d'attention. Elle revele en outre cinq possibilites de recherches futures, dont deux motivent les deuxieme et troisieme essais de cette these. La premiere des deux possibilites sur lesquelles je me concentre consiste a determiner comment les elements qui conduisent a l'exploration d'un produit operent tout au long du processus de developpement d'un nouveau produit. La seconde consiste a determiner si et quand les produits exploratoires representent davantage de risques que les produits d'exploitation.Dans le deuxieme essai, nous etendons la recherche sur l'exploration technologique en tant qu'antecedent de l'exploration des produits. Les recherches anterieures montrent que les entreprises peuvent ameliorer leur exploration technologique grace a leur structure organisationnelle, en particulier en mettant en place une separation structurelle. Nous examinons les effets en aval de la separation structurelle lorsque les entreprises transforment l'exploration technologique en exploration de produits, ce qui necessite la difficile transposition des inventions technologiques en produits commerciaux. Au depart, nous prevoyons que l'exploration technologique augmente le taux d'exploration de produits d'une entreprise. Cependant, nous prevoyons aussi que la transition delicate de l'exploration technologique a l'exploration de produits est entravee par des obstacles qui decoulent de la separation structurelle. Nous identifions trois types de separation structurelle - le cloisonnement divisionnaire, la dispersion geographique et la fragmentation du reseau interne - comme des obstacles qui affaiblissent la relation de base. Une analyse empirique de l'industrie americaine des dispositifs medicaux apporte un soutien solide a nos hypotheses. Les resultats de cette etude contribuent a la documentation sur l'ambidexterite, l'exploration organisationnelle et les structures de R et D organisationnelles.Dans le troisieme essai, nous faisons progresser la recherche sur les implications de l'exploration des produits en matiere de performance. L'introduction de nouveaux produits peut s'averer une source de renouvellement et de croissance de l'entreprise ou precipiter sa chute. Nous utilisons les concepts d'exploration-exploitation et d'apprentissage de second ordre de la documentation sur l'apprentissage organisationnel pour expliquer cette variabilite. Nous prevoyons que les produits exploratoires obtiennent des resultats plus variables que les produits d'exploitation. Cela s'explique par le fait qu'ils ont le potentiel d'une efficacite superieure ou de la creation de nouveaux secteurs d'activite, mais qu'ils necessitent egalement des changements organisationnels couteux et augmentent la probabilite de commettre des erreurs.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Innovations. $3 578404
650 4 $a Medical equipment. $3 1437765
650 4 $a Medicine. $3 644133
655 7 $a Electronic books. $2 local $3 554714
690 $a 0338
690 $a 0564
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a McGill University (Canada). $3 845629
773 0 $t Dissertations Abstracts International $g 85-11B.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31079204 $z click for full text (PQDT)