• Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research

      Frambach, Ruud; Schillewaert, Niels (Journal of Business Research, 2002)
      Organizational innovation adoption has received increasing attention in the marketing and management literature over the past two decades. Insight into adoption processes, its inhibitors and stimulators helps suppliers of innovations to market their new products more effectively. The objective of this paper is to discuss the main findings on organizational adoption and integrate them within a framework. The framework that is proposed addresses the adoption decision at two levels, i.e. the organizational level and the individual adopter within an organization. Research on innovation adoption and technology acceptance that have emerged in the marketing and management literature is integrated and several research issues that need further attention are identified.
    • Successful New product pricing practices: A contingency approach

      Ingenbleek, P.; Debruyne, Marion; Frambach, Ruud; Verhallen, T.M.M. (Marketing Letters, 2003)
      The purpose of this study is to examine the success of new product pricing practices and the conditions upon which success is contingent. We distinguish three different pricing practices that refer to the use of information on customer value, competition, and costs respectively. Following Monroe's (1990) price discretion, we argue that the success of these practices is contingent on relative product advantage and competitive intensity. The hypotheses are tested on pricing decisions for new industrial products. Our results show that there are no general “best” or “bad” practices, but that a contingency approach is appropriate. These results may help reduce the complexity that managers experience in pricing new products.
    • The adoption of information technology in the sales force

      Schillewaert, Niels; Ahearne, Michael; Frambach, Ruud; Moenaert, Rudy (Industrial Marketing Management, 2005)
    • Using the weapons you have: the role of resources and competitor orientation as enablers and inhibitors of competitive reaction to new products

      Debruyne, Marion; Frambach, Ruud; Moenaert, Rudy (Journal of Product Innovation Management, 2010)
      It is a well‐accepted notion that to respond to competitive attacks firms need the necessary resources to do so. However, the presence of resources may not be a sufficient condition to enhance competitive responsiveness. Following a managerial decision‐making approach, the present paper investigates how the availability of resources affects decision makers' assessment of a competitor's new product and their subsequent reaction to it. This study posits that competitive reaction follows from a decision maker's assessment of a competitive action. This assessment contains a motivation dimension and an ability dimension. The effect of three types of resources—financial, marketing, and technological—are examined. A quasi‐experiment with the Markstrat business game as an empirical setting provided 339 questionnaires containing information on 29 different new product introductions. The motivation and ability dimensions are confirmed as important antecedents explaining reaction behavior. The results show that resources possess a dual, and opposing, role in influencing competitive reaction to new products. On the one hand, resources enhance decision makers' belief that they are able to react effectively to competitive attacks, but the presence of resources also makes them less motivated to react. The paper introduces two explanations for this: the liability‐of‐wealth hypothesis and the strong‐competitor hypothesis. The addition of competitor orientation as a moderator allows us to discern between the two competing rationales for the existence of a negative effect of resources on the expected likelihood of success of a competitive new product introduction, supporting the liability‐of‐wealth hypothesis. The paper demonstrates the key role of competitor orientation and formulates implications from that.