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 <titleInfo>
  <title>Two sides of the same coin</title>
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 <typeOfResource manuscript="no" collection="yes">mixed material</typeOfResource>
 <genre authority="marcgt">bibliography</genre>
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   <placeTerm type="text">Oxford</placeTerm>
   <publisher>Wiley-Blackwell</publisher>
   <dateIssued>May 2013</dateIssued>
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  <extent>p. 516 - 532</extent>
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 <note>Conventional wisdom holds that innovativeness has essentially positive &#13;
performance implications. However, empirical research reveals mixed &#13;
findings regarding customer-related responses to innovation, as distinct&#13;
 dimensions-such as product newness and meaningfulness-may generate &#13;
responses in different manners. This study introduces a multidimensional&#13;
 conceptualization of innovativeness at the program level, thereby &#13;
enlarging the customary perspective by considering both positive and &#13;
negative customer responses to innovativeness. Drawing on information &#13;
economics, this study suggests that product program meaningfulness &#13;
fosters customer loyalty, whereas product program newness undermines &#13;
customer loyalty. In addition, the study examines mechanisms that might &#13;
buffer the negative newness-loyalty relationship and explores enablers &#13;
of the positive meaningfulness-loyalty effect by considering a brand's &#13;
association with innovativeness and customer integration. Empirical &#13;
support for the proposed effects comes from a multi-industry sample with&#13;
 180 triadic cases from business-to-business companies, which includes &#13;
assessments from marketing, and research and development managers as &#13;
well as customers. Moderated regression analysis was applied to test the&#13;
 hypotheses. The results indicate a negative effect of product program &#13;
newness on customer loyalty and a positive effect of product program &#13;
meaningfulness. Further, a brand's close association with innovativeness&#13;
 reduces the negative effect of product newness, and integrating &#13;
customers into the value-creating process fosters the loyalty effect of &#13;
product meaningfulness. This study offers a potential explanation for &#13;
the ambiguity created by equivocal empirical results regarding customer &#13;
responses to innovativeness. The study also shows that offering more &#13;
innovations does not necessarily make customers loyal. Instead, managers&#13;
 should mitigate the negative effects of product program newness. &#13;
[ABSTRACT FROM AUTHOR] &lt;br&gt;</note>
 <note type="statement of responsibility"></note>
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 <identifier type="isbn">07376782</identifier>
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  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
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