Shikhar Sarin

'Bundling', 'Market Segmentation and Positioning', 'Competitive Advantage', 'Core Competencies', 'First Mover Advantage', and 'Value Proposition'

Shikhar Sarin — Wed, 18 Jan 2012 14:55:23 PST

With 360 entries from over 500 global experts, the Encyclopedia offers one of the premier business reference sources available worldwide. Entries are arranged alphabetically within each subject volume. Each volume carries an index.

The Identification of Target Firms and Functional Areas for Strategic Benchmarking

Patrick L. Brockett et al. — Wed, 05 May 2010 20:13:39 PDT

Strategic Use of Bundling for Marketing New High-Tech Products: Strategies for Reducing Consumers' Risk Perception

Shikhar Sarin et al. — Wed, 05 May 2010 20:09:13 PDT

From Market-Driven to Market-Driving: A New Paradigm for the Marketing of High-Tech Products and Innovations

Stacey B. Hills et al. — Wed, 05 May 2010 20:06:14 PDT

The Effect of Team Leadership on the Learning and Performance of Cross-Functional Product Development Teams

Shikhar Sarin et al. — Wed, 05 May 2010 20:02:41 PDT

The Effect of Reward Structures on the Performance of Cross-Functional Product Development Teams

Shikhar Sarin et al. — Wed, 05 May 2010 19:57:41 PDT

Characteristics that Enhance Training Effectiveness in Implementing Technological Change in Sales Strategy: A Field-Based Exploratory Study

Shikhar Sarin et al. — Wed, 05 May 2010 19:48:11 PDT

Taking Stock and Looking Ahead: An Introduction to the Special Issue on New Product Development Teams

Shikhar Sarin — Tue, 22 Sep 2009 15:06:37 PDT

An Introduction to the Special Issue on Marketing of High-Technology Products, Services and Innovations

Shikhar Sarin et al. — Tue, 22 Sep 2009 15:06:37 PDT

Drucker's Insights on Market Orientation and Innovation: Implications for Emerging Areas in High-Technology Marketing

Shikhar Sarin et al. — Tue, 22 Sep 2009 15:06:36 PDT

In 1954, Drucker boldly declared that organizations have only two basic functions, marketing and innovation. While true for any organization, this insight is particularly pertinent for technology-based businesses. The complicated environment surrounding high-tech companies creates a great need for sophisticated marketing, yet these companies continue to have under-developed competencies in marketing and in understanding customer needs. In its first two sections, this essay explores Drucker’s insights with respect to two particularly salient issues for high-tech companies: developing and implementing a market orientation, and sustained break-through innovations. We review Drucker’s insights and synthesize them with the scholarly research on these issues. In the third section, we discuss three emerging areas in high-tech marketing where academics and managers could build on Drucker’s insight to guide future research and practice: market-driving, customer co-creation, and corporate social responsibility. The illustrative examples provided by these emerging areas highlight that even today, Drucker’s writings continue to offer remarkable guidance to scholars and managers who are willing to take the time to reflect, understand, and incorporate these insights in the unique context of high-tech industries.

First Among Equals: The Effect of Team Leader Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams

Shikhar Sarin et al. — Tue, 22 Sep 2009 15:06:36 PDT

Drawing upon the Path-Goal Theory of leadership, this study examines the effect of team leader characteristics on an array of conflict resolution behavior, collaboration, and communication patterns of cross-functional new product development (NPD) teams. A hierarchical linear model analysis based on a survey of 246 members from 64 NPD teams suggests that participative management style and initiation of goal structure by the team leader exert the strongest influence on internal team dynamics. Both these leadership characteristics had a positive effect on functional conflict resolution, collaboration, and communication quality within the NPD team; while discouraging dysfunctional conflict resolution and formal communications. Comparatively, team leader’s consideration, initiation of process structure, and position had a surprisingly weak effect on internal team dynamics. Further the findings underscore the differential effects on various dimensions of team dynamics, the importance of controlling for project and team characteristics, and the use of multi-level modeling for studying nested phenomena related to NPD teams. Implications of these findings are discussed.