A MODEL OF ANTECEDENTS AND ONSEQUENCES OF MARKETING CREATIVITY

• Main Authors: Chiayu Tu, 凃嘉峪
• Other Authors: none
• Format: Others
• Language: en_US
• Online Access: http://ndltd.ncl.edu.tw/handle/82559393057988055792

博士 === 國立中正大學 === 企業管理所 === 95 === The key to new product success in competitive markets is to generate and market creative ideas in response to rapidly changing market needs. The significance of the generation of creative ideas and their manifestation as products, marketing programs and marketing strategy has not received much attention until recently, in spite of its critical role of marketing creativity in the new product development. This research conceptualizes and measures the marketing creativity. A measure of marketing creativity developed and validated through a series of empirical tests, helps identify a three-dimension structure of new product creativity, marketing program creativity and marketing strategy creativity. Based on the critical role of marketing creativity in explaining innovation success, this research proposes a model of the effect of creativity on new product success that relates marketing creativity simultaneously to team-level psychological and functional antecedents and team-level consequences, with contextual-level antecedents as key moderators. The model suggests how team-level psychological factors, team-level functional factors, and organizational support/ control can be strategically managed to influence the dimensions of marketing creativity, which in turn ensure the successful implementation of new products. Based on resource-based theory (e.g., Barney, 1991), the model implicitly suggests that marketing creativity, accumulated as core competencies and strategic intangible resources, provide a strong ground for sustainable competitive advantage in certain business environments. The empirical study found certain patterns of direct impact of marketing creativity on new product success as well as evidence for the moderating effects of context- and team- antecedent factors on the creativity – new product performance and team learning relationship. While the generalization of the empirical results may be limited for several reasons, they nevertheless yield significant theoretical and managerial implications.