The Strategic Fit of Multiple Strategic Orientations and New Product Development Performance in Malaysian Manufacturing Firms

Siti Norhasmaedayu Mohd Zamani, Hasbullah Ashari, Asmat Nizam Abdul Talib


Resource orientation (RO) and market orientation (MO) are two important strategic orientations that have significant impact towards new product development (NPD) performance. Although research has examined the RO and MO individually, limited research has evaluated and compared their effect on new product success in one study. Furthermore, only a few have matched the fit between both strategies and tests their effect on firm performance and none of them so far has study the role of external environment factors on the relationship between the fit of both strategies towards NPD performance. The purpose of this paper is to develop a conceptual framework of the impact of strategic fit towards NPD performance. The objective of the study is to determine the effect of strategic fit between RO and MO towards new product development performance. Specifically, it aims to evaluate whether single strategy or the fit between both strategies will have the greater impact on new product development performance. More importantly, the research will investigate the role of external environmental variables (i.e., market turbulence and technological turbulence) on the relationship between two strategic orientations and performance. In this paper, the researchers conducted a desk research by reviewing the literature to understand the impact of resource orientation, market orientation and environmental factors towards NPD performance. The practitioners and academicians will find this framework beneficial in their own, various scope as this study provide a clear guideline on how the variables interact with each other.

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