Florian Heinemann

Malte Brettel, Florian Heinemann, Andreas Engelen, Steven Neubauer

Previous research commonly emphasizes the positive effects of cross‐functional integration on performance measures. However, cross‐functional integration is a highly complex phenomenon which does not allow general conclusions in terms of performance impacts. Therefore, the present study assesses the impact of integrating the R&D, marketing, and manufacturing functions on the effectiveness and efficiency of new product development (NPD) projects. A multi‐functional design is applied that considers three functions, including manufacturing, which has been often neglected in prior research on cross‐functional integration. Further, the study distinguishes between two phases of the NPD process, namely the development and commercialization phases. In building the sample care was particularly taken to include a sufficient number of highly innovative NPD projects to cover the full range in terms of project innovativeness. This allows assessing the moderating role of project innovativeness on the effects of cross‐functional integration on NPD performance.

A research model incorporating these ideas is theoretically developed and empirically validated by means of survey data. One hundred and eighteen NPD project managers participated in the survey (50 incremental and 68 radical innovation projects). Structural equation modeling was used to estimate the research model. More concretely, partial least squares (PLS) was used as the most accepted variance‐based approach.

Generally, the findings emphasize that the relationships between various facets of cross‐functional integration and performance measures are highly complex. The integration between R&D and marketing positively impacts efficiency, but not effectiveness across different types of projects. Further, the impact of integration between marketing and R&D depends on the process stage and the degree of innovativeness. Findings regarding the integration between R&D and manufacturing show a strong positive impact on efficiency in the development phase. With respect to the integration between marketing and manufacturing, no significant effects on the performance dimensions can be observed for radical NPD projects. Overall, a positive impact of integration between these departments on effectiveness in the commercialization phase emerges.

The Journal of Product Innovation Management, Volume 28, Issue 2, Special Issue: Special Issue on Agent‐Based Modeling of Innovation Diffusion, Pages 251-269, https://doi.org/10.1111/j.1540-5885.2011.00795.x

Andreas Engelen, Malte Brettel, Florian Heinemann

There is widespread agreement in the marketing literature that newly founded and established mature companies have different perspectives on marketing. However, there is little comparative research in this respect. Therefore, the current research compares the antecedents and effects of a market orientation (MO) – as one major construct in marketing research – across organisational life-cycle stages, thereby integrating organisational life-cycle theory into MO research. Our hypotheses are based on the information-processing model of Tushman and Nadler (1978). In order to test these hypotheses, we conduct a survey-based empirical study of 252 new high-tech ventures. Our results show that the organisational life-cycle stage does indeed exert a moderating influence on the links between MO and its antecedents, and performance consequences. The implications for the market literature are discussed in detail. A map of possible future research topics is derived.

Journal of Marketing Management, Volume 26, Issue 5-6

Marc Gruber, Florian Heinemann, Malte Brettel, Stephan Hungeling

As one of the most widely accepted theoretical perspectives in strategy, the resource‐based view (RBV) suggests that a firm's resources underlie its ability to achieve competitive advantage. However, much of the extant work in this stream has examined the characteristics that resources must have in order to yield rents, while efforts to specify the crucial link between resources and value creation have been sparse. As a consequence, current theory is not sufficiently clear on how different kinds of resources and capabilities contribute to performance, nor does it clarify how firms can combine different resources and capabilities to achieve superior performance outcomes. Analyzing data obtained from 230 technology ventures with partial least squares (PLS) structural equation modeling and cluster analysis, this study seeks to improve understanding of the resource‐performance link in two main ways. Based on a careful measurement of resources and capabilities in a well‐defined functional area (sales and distribution), we first show how these resources and capabilities contribute to performance in that functional area. Second, we identify four clusters of firms that deploy different configurations of resources and capabilities. Among the four configurational solutions, two are associated with superior (equifinal) performance outcomes. Copyright © 2010 John Wiley & Sons, Ltd.

Strategic Management Journal, Volume 31, Issue 12, Pages 1337-1356, https://doi.org/10.1002/smj.865

Malte Brettel, Andreas Engelen, Florian Heinemann, Andreas Kessell

Most studies on the effect of market orientation in established and young companies have indicated a positive influence on firm performance. Whether and in what form this effect can also be found empirically in emerging firms – despite their numerous particularities – is still a largely unexplored issue. Applying rigorous procedures in the development of the measurement instrument and using a unique sample of 141 young companies, the authors confirm that market orientation does also have a significant and positive effect on the performance of emerging firms. However, results indicate significant differences to established firms regarding two aspects: (1) the items included in the measurement instrument diverge considerably from the established scales in this area, adding behavioral aspects characteristic for emerging firms and leaving aside items specific to larger organizations; (2) firms do not show a single consistent pattern of market-oriented behavior contributing to company success. Therefore, founders of emerging firms should pursue an individual way of market-oriented behavior that seems most appropriate when considering the company-specific liabilities.

International Journal of E-Entrepreneurship and Innovation (IJEEI), https://doi.org/10.4018/jeei.2010100101

Malte Brettel, Andreas Engelen, Florian Heinemann

In der Literatur existiert eine Vielzahl von empirischen Studien zur Marktorientierung mit ihren Einflussgrößen und Wirkungen. Aktuelle Metaanalysen werfen die Frage auf, ob sich die zum Teil abweichenden Ergebnisse der Studien durch nationale Kultur als Einflussfaktor erklären lassen. Zur Beantwortung dieser Fragestellung integriert der vorliegende Beitrag ein verhaltenssteuerndes Kulturkonstrukt in das Forschungsmodell und untersucht empirisch mögliche kulturinduzierte Unterschiede anhand einer deutschen und einer thailändischen Stichprobe junger Unternehmen. Dabei kommt zur Datenauswertung das Verfahren der Partial Least Squares (PLS) zum Einsatz. Der moderierende Effekt nationaler Kultur auf die Wirkungen der Einflussgrößen der Marktorientierung wird dabei größtenteils gestützt. Es lässt sich kulturübergreifend ein positiver Einfluss der Marktorientierung auf den Erfolg beobachten, wobei diese Erfolgswirkung gleichzeitig durch kulturelle Charakteristika moderiert wird.

Zeitschrift für Betriebswirtschaft, Volume 79, Issue 1, pp 59–92, https://doi.org/10.1007/s11573-009-0011-0

Andreas Engelen, Florian Heinemann, Malte Brettel

Although cross-cultural research in the field of entrepreneurship is still in its infancy as a research stream, it offers important inferences for both theory and practice. Some have criticized the relative immaturity of previous survey-based studies’ methodology. In order to address this flaw, we analyze existing survey-based studies in the field of cross-cultural entrepreneurship to identify research gaps in content and methodology and then derive the most appropriate analytical approach to fill the gaps for this type of research. Finally, we present a practical framework in which to conduct sound and prudent future studies, integrating the most appropriate analytical approach, general methodological insights, and the particularities of entrepreneurship research in a cross-cultural setting.

Journal of International Entrepreneurship, Volume 7, Issue 3, pp 163–189, https://doi.org/10.1007/s10843-008-0035-5

Malte Brettel, Andreas Engelen, Florian Heinemann, Andreas Kessell

Sowohl qualitative als auch quantitative Forschung unterstreicht die Erfolgsrelevanz einer marktorientierten Unternehmensausrichtung in jungen Wachstumsunternehmen. Der nächste logische Schritt besteht in der Identifizierung von Einflussfaktoren, die die Etablierung einer ausgeprägten Marktorientierung in diesen Unternehmen fördern. Im Rahmen des vorliegenden Beitrags wird untersucht, inwiefern durch eine marktorientierte Gestaltung der Unternehmenskultur eine Steigerung des marktorientierten Verhaltens erreicht werden kann. Dies ist insbesondere deshalb von Interesse, da bei jungen Organisationen vielfach unterstellt wird, dass diese im Regelfall aufgrund ihres geringen Alters noch nicht über eine ausgebildete Unternehmenskultur verfügen. Auf Basis einer Stichprobe von 143 jungen Wachstumsunternehmen aus Deutschland wird gezeigt, dass marktorientiertes Verhalten auch in jungen Unternehmen durchaus bereits in der Organisationskultur verankert sein kann. Organisationale Kultur übt dabei über das Konstrukt der Marktorientierung einen indirekten Einfluss auf den Unternehmenserfolg aus.

Zeitschrift für Betriebswirtschaft, Volume 78, Issue 11, pp 1197–1220, https://doi.org/10.1007/s11573-008-0100-5

Malte Brettel, Andreas Engelen, Florian Heinemann

The present study examines the performance consequences of a market orientation for new entrepreneurial ventures in a globalized world. We show that market orientation indeed positively impacts the performance of new entrepreneurial ventures, regardless of their geographical setting. While market orientation turns out to be a general success factor in a globalized world, the strength of the performance relationship however is contingent to the national culture as one major differentiator between geographical settings. The effect turns out to be stronger in collectivist and high uncertainty avoidance cultures. Findings are derived based on large samples with German and Thai new entrepreneurial ventures. Partial least square is applied as the method of analysis.

Journal of International Entrepreneurship, Volume 7, Issue 2, pp 88–110, https://doi.org/10.1007/s10843-008-0033-7

Malte Brettel, Andreas Engelen, Florian Heinemann, Pakpachong Vadhanasindhu

The authors examine the effect of national culture on the relationship between market orientation and selected managerial antecedents. They develop and test a theoretical framework with samples from Germany, Thailand, and Indonesia. The findings suggest that national culture has an impact on the effects of antecedents in some cases, whereas in other situations, culture-independent relationships emerge.

Journal of International Marketing, Vol 16, Issue 2, https://doi.org/10.1509/jimk.16.2.84

Malte Brettel, Kerstin Faaß, Florian Heinemann

Der vorliegende Artikel liegt im Forschungsdefizit des „Entrepreneurial Controllings“, d. h. dem Controlling in innovativen jungen Unternehmen begründet. Dieses Forschungsdefizit manifestiert sich neben einer bisher geringen Anzahl an Forschungsarbeiten vornehmlich in offenen forschungstheoretischen Fragen. Unbeantwortet blieben bisher insbesondere die zwei elementaren Fragestellungen nach den controllingrelevanten Merkmalen und infolgedessen nach den Anforderungen an ein Controlling in innovativen jungen Unternehmen. Diesem Forschungsdefizit steht ein hoher Praxisbedarf gegenüber: ein fehlendes Controlling in innovativen jungen Unternehmen zählt zu den Hauptursachen ihres Scheiterns. Unter Anwendung des Rationalitätssicherungsansatzes leistet der vorliegende Artikel einen wesentlichen Beitrag zur Beantwortung dieser Fragestellungen und zur Schließung der Forschungslücke im „Entrepreneurial Controlling“.

Controlling & Management, Volume 51, Supplement 3, pp 52–67, https://doi.org/10.1365/s12176-012-0176-1

Andreas Engelen, Malte Brettel, Florian Heinemann

Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question whether in this context organizational culture, which has been identified as an important antecedent of market‐oriented behavior in established firms, also that shows a significant influence on the level of market orientation has so far been neglected. Using a sample of 143 new entrepreneurial firms, the present analysis shows empirically that market‐oriented behavior is in fact rooted in this type of culture. Thereby, organizational culture does exert an indirect influence on the performance of new entrepreneurial firms.

Journal of Research in Marketing and Entrepreneurship, Vol. 9 Issue: 1, pp.40-66, https://doi.org/10.1108/14715200780001339

Malte Brettel, Susanne Claas, Florian Heinemann

Most studies suggest a positive impact of market orientation on company performance. There is also increasing support that this effect holds true in growth-oriented entrepreneurial firms that are active in innovation-intensive markets. However, whether the antecedents of market orientation for established firms are also valid in this context is still an unresolved issue. Using a survey-generated sample of 252 entrepreneurial firms, this study analyzes the linkages of management activities, market orientation, and performance in these firms. Findings suggest that the management approach in place exerts a strong influence on the level of market orientation of an entrepreneurial firm and thereby, also on performance. Owner-managers can thus systematically use management style as a differentiator from competition.

Academy of Management Proceedings, Vol. 2006, No. 1, https://doi.org/10.5465/ambpp.2006.27176606