Supporting new product commercialization through managerial social ties and market knowledge development in an emerging economy

Nima Heirati*, Aron O’Cass

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

21 Citations (Scopus)

Abstract

While it has been advocated that the generation and application of market knowledge shape marketing capabilities to commercialize new products, the weak institutional environment makes access to critical market knowledge challenging in emerging economies. Critically, managerial social ties with business and political institutions may complement the firm’s market orientation (MO) to obtain market knowledge that is not available in the open market in emerging economies. This study draws attention to the differential roles of business and political ties in complementing or inhibiting the effects of market orientation on exploratory and exploitative marketing capabilities in one of the “Next Eleven” emerging economies, Iran. The results help firms operating in emerging economies to identify the conditions under which business and political ties help to overcome institutional limitations, complement market-oriented efforts, and successfully commercialize new products.

Original languageEnglish
Pages (from-to)411-433
Number of pages23
JournalAsia Pacific Journal of Management
Volume33
Issue number2
DOIs
Publication statusPublished - 1 Jun 2016
Externally publishedYes

Keywords

  • Business ties
  • Emerging economies
  • Exploitative marketing
  • Exploratory marketing
  • Market knowledge
  • New product commercialization
  • Political ties

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