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Barney School's Hao Has Three Co-Authored Articles and One Co-Authored Book Chapter in Print


Posted 11/13/2017
Category: Accolades

Please join Barney School of Business Dean Marty Roth in congratulating Barney School of Business Associate Professor of Marketing Andy Hao on his recent publication successes. Andy has three co-authored articles and one co-authored book chapter in print or forthcoming.

“Streamlining Interfunctional Coordination in Industrial SMEs: Insights from Market-Oriented Managers” was recently published in Journal of General Management.

Abstract. Although the pattern of interfunctional coordination for large firms has been described and studied, little attention is paid to its fit to industrial small and medium-sized enterprises (I-SMEs). This research updates the conventional understanding by investigating the interfunctional coordination pattern in market-oriented I-SMEs, taking into account the customer environment and the organizational environment. Using a multiple case studies method, this study describes the market-oriented practices of interfunctional coordination in I-SMEs. This research offers insights into managing organizational culture and market orientation for I-SMEs.

“Strategic Positioning, Timing of Entry, and New Product Performance in Business-to-Business Market: Do Market-Oriented Firms Make Better Decisions?” is forthcoming in Journal of Business to Business Marketing.

Abstract. The mechanism by which market orientation contributes to positional strength of a new product, appropriate timing of entry to the market, and new product performance is examined in a business-to-business context. We examine the role of new product positional strength and the role of timing of entry in the market orientation—new product performance relationship using 178 firms operating in the business-to-business market. The results show that establishing a new product’s positional strength is a key step in the success of the new product. Market orientation does not directly influence new product performance. Instead, it shapes a new product’s positional strength, which, in turn, positively influences new product performance in the business-to-business market. The findings reveal that market-oriented firms achieve superior new product performance through well-defined positioning strategy for a new product, not rapidity of action.

“Implementing Interfunctionally-coordinated Market Orientation in Industrial SMEs: Lessons Learned in Commodity Markets” is forthcoming in Journal of Managerial issues

Abstract. Manufacturing-centered industrial small and medium-sized enterprises (ISMEs) competing in commodity markets face a set of challenging situations such as production orientation, marginalization of marketing, and commoditization. A close examination was conducted on the implementation of the conventional market-oriented organizational culture in ISMEs, with a focus on how interfunctional coordination moderates the impacts of customer orientation and competitor orientation. Based on quantitative analysis using 203 ISMEs located in Midwest U.S., the unique pattern of the influence was described. Although customer orientation and competitor orientation are salient predictors of customer relationship outcomes and business performance, the level of interfunctional coordination efforts in business processes lessens the positive influences of customer orientation and competitor orientation due to increased customer cost and internal expense.

The book chapter titled “A Hero Who Never Dies: Steve Jobs in His Fans’ Minds” was recently published in the book Exploring the Rise of Fandom in Contemporary Consumer Culture, publisher: IGI Global.