How organizational structure and strategic alignment influence new product success

Abstract

Purpose

The purpose of this paper is to review and re-examine the role of the organization-level determinants from the perspectives of competence-based views.

Design/methodology/approach

Regression analysis was used to test the hypotheses in a sample of 80 cases drawn from a population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation.

Findings

The empirical results indicate that formalization is positively related to new product performance while decentralization has an inverse U-shaped curvilinear effect on new product performance. Furthermore, the regression findings also indicate that market-oriented strategy negatively moderates the relationship between formalization and new product performance, while technology-oriented strategy positively moderates the curvilinear relationship between decentralization and new product performance.

Originality/value

Extant literatures have paid attention to investigating the determinants to the performance of the new product development, but some of the results, such as in the organizational levels, are confusing and mixed. Contrary to previous works, the purpose of this paper is to review and re-examine the role of the organization levels determinants from the perspectives of competence-based view.

Citation

Hsiao, Y.-C. and Wu, M.-H. (2020), "How organizational structure and strategic alignment influence new product success", Management Decision, Vol. 58 No. 1, pp. 182-200. https://doi.org/10.1108/MD-06-2017-0628