Championing the Organisational Goal of Product Leadership

What it measures

Measures the extent to which senior management publicly and repeatedly champions product leadership—developing leading-edge, innovative products that enhance customer value—as a core organisational goal. By championing this goal, senior management infuses customer knowledge development activities with intrinsic meaning, motivating employees to persist with experimentation and learning despite repeated failures. Items focus explicitly on senior management's role in strategic communication and framing. Items are administered with respect to a specific recent NPD project.

Response format

5-point Likert scale

Scale items

• Senior management has repeatedly stated that innovations in product and strategy are key to the firm's success.
• Senior management has made it clear that the firm differentiates itself from competitors in the industry by being a superior innovator.
• Senior management believes that innovation is what this company is fundamentally about.

Full scale items shown. Always cite the original source when using this scale in research.

Usage notes & scoring

Composite reliability = .82. Item loadings: .66, .87, .81 (t range = 12.70–14.74, p < .01). Significant direct effect on customer knowledge development (β = .20, p < .05). Post hoc mediation analysis found that project members' product leadership goal mediates (rather than moderates) this relationship: championing significantly predicted project members' goal (β = .35, p < .01), and the direct effect of championing on CKD became non-significant after controlling for project members' goal.

Recommended companion scales

Citation

Joshi, A. W., & Sharma, S. (2004). Customer knowledge development: Antecedents and impact on new product performance. Journal of Marketing, 68(4), 47–59.

Keywords