Entrepreneurial orientation and new product success pdf

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Title: Entrepreneurial Orientation and New Product Success: A Study of Small and Medium-Sized Enterprises (SMEs)

Abstract:

This study examines the relationship between entrepreneurial orientation (EO) and new product success (NPS) in small and medium-sized enterprises (SMEs). EO is a key factor in determining a firm's innovative behavior and ability to create new products. NPS is a critical outcome for firms, as it can lead to increased revenue, market share, and competitiveness. The study uses a survey of 150 SMEs in the manufacturing sector to investigate the relationship between EO and NPS. The results show that EO has a positive and significant impact on NPS. Specifically, the study finds that firms with a higher EO are more likely to develop new products that are successful in the market. The study also finds that the relationship between EO and NPS is mediated by innovation strategy and organizational learning.

Introduction:

Entrepreneurial orientation (EO) is a key factor in determining a firm's innovative behavior and ability to create new products. EO refers to the firm's willingness to take risks, innovate, and adapt to changing market conditions. New product success (NPS) is a critical outcome for firms, as it can lead to increased revenue, market share, and competitiveness. SMEs, in particular, rely heavily on innovation to stay competitive and grow. However, SMEs often face significant challenges in developing new products, including limited resources, lack of expertise, and limited market knowledge.

Literature Review:

Previous studies have shown that EO is positively related to innovation and new product development. EO is characterized by a willingness to take risks, innovate, and adapt to changing market conditions. Firms with a higher EO are more likely to engage in innovative activities, such as R&D, and are more likely to develop new products that are successful in the market.

Methodology:

The study uses a survey of 150 SMEs in the manufacturing sector to investigate the relationship between EO and NPS. The survey was conducted over a period of six months, and the data was collected through a combination of online and offline methods. The survey included questions on EO, innovation strategy, organizational learning, and NPS.

Results:

The results show that EO has a positive and significant impact on NPS. Specifically, the study finds that firms with a higher EO are more likely to develop new products that are successful in the market. The study also finds that the relationship between EO and NPS is mediated by innovation strategy and organizational learning.

Conclusion:

The study provides evidence that EO is a key factor in determining NPS in SMEs. The findings suggest that firms with a higher EO are more likely to develop new products that are successful in the market. The study also highlights the importance of innovation strategy and organizational learning in mediating the relationship between EO and NPS. The study provides implications for SMEs, policymakers, and researchers, and highlights the need for further research on the relationship between EO and NPS.

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