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This study aims to investigate the effect of the virtual spokesperson type on the consumers' preference for new products. To meet the consumer needs of Generation Z, virtual spokespeople have become new assistants in brand marketing. However, how virtual spokespersons drive consumer preference for new products is minimally understood.

This research conducts three experiments to investigate the influence of virtual spokesperson type on consumers' preference for new products.

The research shows that, for radically new products, competent virtual spokespersons improve consumers' perception of self-efficacy and thus consumers' preference; for incrementally new products, warm virtual spokespersons improve consumers' perception of social connection and thus consumers' willingness to buy.

This study broadens research on brand spokespersons and virtual spokespersons. This research also enriches and expands research on the consideration of new product types in brand spokespersons.

The purpose of this paper is to propose an overarching unifying theory where first-mover advantages are a conditional effect, not a main effect. By offering a closer look at how the firm, market and product characteristics influence the supply and demand of innovations, this research furthers our understanding of the advantages and disadvantages for first movers.

This paper explores first-mover advantages as a conditional effect. Adopting a contingency perspective, the authors review the literature in marketing, strategic management, innovation and entrepreneurship to offer a conceptual framework putting innovation success at the core of first-mover advantages. The authors develop an inventory of propositions specifying how first-mover advantages depend on various firm features, market characteristics and product properties through their effects on the success of innovations.

A conceptual framework centered around innovation success yields testable hypotheses that are coherent with extant research on first-mover advantages and reconcile the seemingly contradictory evidence in that body of work.

This research provides managers with the opportunity to think about one of the most important decisions, i.e. time of entry, not as a linear finite decision, but instead as a flow with the innovations and potential for their success in mind.

This paper distinguishes itself from the existing literature with its focus on innovation within a contingency perspective for first-mover advantages.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

First-mover advantage is known to bestow pioneering firms with considerable dominance and control over a market. Yet FMA does not necessarily last, with later entrants able to adapt and innovate better and in turn, gain preeminence in a market.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.