Pioneering Orientation and Firm Growth: Knowing When and to What Degree Pioneering Makes Sense
Date of this Version
Published in Journal of Management 38:5 (September 2012), pp. 1517-1549; doi: 10.1177/0149206310380249
An extensive amount of research has been conducted regarding the various advantages and disadvantages posed by engaging in market pioneering behavior at the product level. However, relatively little research examines factors that facilitate the relationship between a firm’s overall pioneering orientation and firm growth. This article investigates pioneering as an orientation that a firm adopts in pursuing a proactive introduction of new products to the market across product lines. In doing so, this study examines organizational and industry factors that impact the relationship between pioneering orientation and firm growth and proposes that this main effect relationship will be curvilinear (inverted U shaped). Further, this study hypothesizes that an organization’s ability to strategically learn will positively moderate the relationship between pioneering orientation and firm growth. Additionally, this study hypothesizes that the greater the technological sophistication of the industry, the more positive the relationship between pioneering orientation and firm growth. Hierarchical regression analysis was utilized to examine the hypotheses as observed within a grouping of 101 select firms. Findings indicate that all hypotheses are supported, except for that regarding strategic learning, which is shown to negatively moderate the relationship between pioneering orientation and firm growth. The authors conclude with a discussion of the findings and the potential implications of the study.
Copyright © 2012 Brandon A. Mueller, Varkey K. Titus Jr., Jeffrey G. Covin, and Dennis P. Slevin. Published by Sage Publications. Used by permission.