The influence of organizational and national culture on new product performance

Martin Eisend*, Heiner Evanschitzky, David I. Gilliland

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show that organizations with a market culture show the highest new product performance, while hierarchy-type organizations show the lowest performance. The influence of national culture variables supports the effect of value congruency, and shows that in individualistic cultures the impact of a clan culture decreases, the impact of an adhocracy culture type decreases with uncertainty avoidance, and the influence of a hierarchy culture type increases with power distance. The superior effect of a market culture type can be matched by other organizational orientations, but in particular national cultures only. The combined findings underline the importance for firms that seek to improve the success rate of new products on international markets to consider the fit of a national culture with a firm's organizational culture.

Original languageEnglish
Pages (from-to)60-276
JournalJournal of Product Innovation management
Volume33
Issue number3
Early online date4 May 2015
DOIs
Publication statusPublished - May 2016

    Fingerprint

Bibliographical note

This is the peer reviewed version of the following article: Eisend, M., Evanschitzky, H., & Gilliland, D. I. (2015). The influence of organizational and national culture on new product performance. Journal of product innovation management, Early View, which has been published in final form at http://dx.doi.org/10.1111/jpim.12268. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.

Additional Supporting Information may be found in the online version of
this article at the publisher’s web-site

Cite this