TY - JOUR
T1 - Strategic orientations and mass customisation capability: The moderating effect of product life cycle
AU - Wang, Qiang
AU - Wang, Qiang
AU - Zhao, Xiande
PY - 2015
Y1 - 2015
N2 - This study examines the influence of three strategic orientations (customer, competitor and innovation) on mass customisation (MC) capability via the organisational learning process known as customisation knowledge utilisation (CKU). The moderating effect of product life cycle (PLC) is also investigated. Using data collected from 204 manufacturers, we show that all three strategic orientations positively contribute to MC capability, both directly and indirectly through CKU. Further, our empirical findings suggest that the effects of customer, competitor and innovation orientation on MC capability are contingent on PLC. The effects of customer orientation on CKU and the effects of competitor orientation on CKU and MC capability are stronger when a product is in the maturity stage of its life cycle, whereas the effect of innovation orientation on CKU and MC capability are stronger in the growth stage. These findings suggest that to effectively improve MC capability, managers need to leverage external and internal orientations at different stages of the PLC.
AB - This study examines the influence of three strategic orientations (customer, competitor and innovation) on mass customisation (MC) capability via the organisational learning process known as customisation knowledge utilisation (CKU). The moderating effect of product life cycle (PLC) is also investigated. Using data collected from 204 manufacturers, we show that all three strategic orientations positively contribute to MC capability, both directly and indirectly through CKU. Further, our empirical findings suggest that the effects of customer, competitor and innovation orientation on MC capability are contingent on PLC. The effects of customer orientation on CKU and the effects of competitor orientation on CKU and MC capability are stronger when a product is in the maturity stage of its life cycle, whereas the effect of innovation orientation on CKU and MC capability are stronger in the growth stage. These findings suggest that to effectively improve MC capability, managers need to leverage external and internal orientations at different stages of the PLC.
KW - China
KW - contingency effect
KW - marketing operations management interface
KW - mass customisation capability
KW - product life cycle
KW - strategic orientation
KW - China
KW - contingency effect
KW - marketing operations management interface
KW - mass customisation capability
KW - product life cycle
KW - strategic orientation
UR - https://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=ceibs_wosapi&SrcAuth=WosAPI&KeyUT=WOS:000358415200013&DestLinkType=FullRecord&DestApp=WOS
U2 - 10.1080/00207543.2015.1027012
DO - 10.1080/00207543.2015.1027012
M3 - Journal
SN - 0020-7543
VL - 53
SP - 5278
EP - 5295
JO - International Journal of Production Research
JF - International Journal of Production Research
IS - 17
ER -