Nukhet Harmancioglu is Associate Professor of Marketing at the College of Administrative Sciences and Economics, Koc University, Turkey. Previously she worked as an Assistant Professor at Bilkent University, Ankara (2007-2008) and Suffolk University, Boston, MA (2006-2007). She held visiting positions at the Marshall School of Business, University of Southern California (Fall 2008) and the Haas Business School, University of California, Berkeley (Fall 2014). She earned her Ph.D. degree from Michigan State University in East Lansing, MI.
Her research interests span the fields of marketing strategy, innovation management, and relationship marketing. Her research-to-date focuses on four major research areas: the adverse and favorable effects of competition, the duality of competition and collaboration, innovation and entrepreneurship in emerging markets, and financial outcomes of marketing and innovation-related decisions. She has published in leading journals such as Journal of International Business Studies, International Journal of Research in Marketing, Journal of Product Innovation Management and Journal of Academy of Marketing Science.
She has won a number of awards including the 2006 Academy of Marketing Science Jane Fenyo Best Student Research Award and the 2005 PDMA Dissertation Proposal Competition. She has also raised external support for her research from institutions such as FP7 Marie Curie Program, Product Development Management Association, Institute for the Study of Business Markets (PennState), and International Commerce Institute and Unilever.
Theory and Practice in Marketing Conference
Marketing Science Conference
Product Development & Management Association Conference
Short- and Long-term Market Returns of International New Product
(with David A. Griffith and Tuba Yılmaz, accepted at
Journal of Academy of Marketing Science)
There is a lack of clarity on market returns of new product alliances. Strategic alliances entail process-oriented decisions, in which information about outcomes is unveiled over time. Therefore, it is difficult for investors to gauge the value of such decisions in the short term; longitudinal analysis is necessary. Accordingly, the authors apply latent growth modeling to a data set of 270 international codevelopment alliances announced over an 18-year period. The results demonstrate that investors reward firms for their international codevelopment alliances in the short term but punish them in the long term. Initially, exchange conditions have positive effects, but these effects decrease over time. However, the decrease slows when firms’ market updates contain positive news. Although investors view sharing of innovation resources as a competitive advantage in the short term, they perceive exchange conditions as transaction hazards in the long term. The results also show that long-term decreases in market returns are greater when codevelopment activities are conducted offshore rather than onshore.
How Global Innovation Clusters
Hurt or Stimulate Each Other Across Developed and Emerging Markets
(with Gerard J. Tellis, accepted at
Journal of International Business Studies)
In contrast to the general focus in the literature on indigenous local factors to explain growth in innovation clusters, this study provides evidence for the existence of inter-cluster dynamics as important external drivers of cluster growth. The authors draw upon the two distinct views in the strategy literature: (1) the “regional competition” perspective emphasizes the ensuing rivalry across global clusters indicating that the emerging clusters should hurt Silicon Valley; versus (2) the “coopetition” view suggests mutually beneficial growth among clusters. They test these competing predictions using data on ten global innovation clusters on three innovation metrics (patents, startups and product commercializations) at the bimonthly level over the 1999-2014 period. Results show that: 1) Rival clusters in general facilitate rather than hurt each other’s growth in terms of startups, patents and new product commercializations. 2) Reverse fertilization occurs from emerging to developed clusters; in particular, the growth in emerging clusters stimulates the growth in the developed clusters. 3) Among emerging markets, clusters are mutually stimulative rather than competitive.