This study compares the new product performance outcomes of firm‐level product innovativeness across a developed and emerging market context. In so doing, a model is constructed in which the relationship between firm‐level product innovativeness and new product performance is anticipated to be curvilinear, and in which the nature of this relationship is argued to be dependent on organizational and environmental factors.The model is tested using primary data obtained from chief executive officers and finance managers in 319 firms operating in theUnitedKingdom, an advancedWestern market, and 221 firms fromGhana, an emergingSub‐SaharanAfrican market. The model is assessed using a structural equation model multigroup analysis approach withLISREL8.5.In theUnitedKingdom andGhana, the basic form of the relationship between firm‐level product innovativeness and business success is invertedU‐shaped, but the strength and/or form of this relationship changes under differing levels of market orientation, access to financial resources, and environmental dynamism. While commonalities are identified across the two countries (market orientation helps firms leverage their product innovativeness), differences are also observed across the samples. InGhana, access to financial resources enhances the relationship between product innovativeness and new product performance, unlike in theUnitedKingdom where no moderation is observed. Furthermore, whileU.K.firms leverage product innovativeness to their advantage in more dynamic environments,Ghanaian firms do not benefit in this way: here, high levels of innovation activity are less useful when markets are more dynamic.If the study's findings generalize, there are a number of implications for managers of both emerging and developed market businesses. First, managers in both developed and developing market firms should focus on determining and managing an optimal balance of novel and intensive product innovativeness within the context of their unique institutional environments. Second, for emerging market firms, a market orientation capability helps businesses leverage local market intelligence, enabling them to compete with multinational giants flocking to emerging markets, but typical developed market learning approaches may be insufficient for multinational firms when seeking to compete in emerging markets. Third, for emerging market firms, access to finances helps deliver product innovation success (although this is not the case for developed market firms, possibly due to strong financial institutions). Finally, unlike developed market firms, burdened by institutional voids at home, emerging market firms appear to be less capable of competing on an innovation front in more dynamic market conditions. Accordingly, policymakers in emerging markets should consider identifying ways to help businesses raise market orientation levels, and seek to create conditions that enhance access to financial capital (e.g., direct financing, matching grants, tax rebates, or rewarding firms that innovate creatively and intensely). Likewise, since environmental dynamism is likely to be a growing issue for emerging markets, efforts to help firms become more adept at keeping up with more agile developed market counterparts a