Customer and competitor insights, new product development competence, and new product creativity: differential, integrative, and substitution effects

Developing creative new products requires a synthesis among customer-oriented and competitor-oriented learning, and new product development competence. However, underlying this synthesis is a paradox: how to integrate both customer and competitor insights within a technology-centric new product development process. In order to examine the nature of this organizational tension, this study develops a conceptual framework and tests a series of six hypotheses with data generated from our study of creative new products within 187 high-technology ventures in China. Differential effects are found in the way in which customer-oriented learning (neutral) and competitor-oriented learning (positive) relate to new product creativity. Their integration, meanwhile, is positively related to this new product outcome. Results also reveal that new product development competence, both independently and when integrated with customer-oriented learning, positively impacts new product creativity. However, the study also reveals a surprising finding of a substitution effect where the combination of competitor-oriented learning with new product development competence is inversely related to new product creativity. These findings are discussed, and their implications are derived for further research and both market and technology management