Managers operate in a complex, uncertain environment and tend to form simplified models in order to cope with this environment and make competitive strategic decisions (i.e., cost-leadership, differentiation, or focus). In this study, we use an experimental design to examine the strategic choice...

Adoption of foreign-developed technology by firms in developing nations will accelerate the speed by which they become globally competitive in new product development. In this study, we build and empirically test an extension of the technology acceptance model (TAM) - the "extended TAM" -...

Proposes that firms of different Miles and Snow strategic types will have different bundles of firm-level capabilities; that is, certain capabilities will be more important to certain strategic types. Specifically, proposes that prospectors have greater relative inside-out capabilities and...

The Miles and Snow strategic type framework is re-examined with respect to interrelationships with several theoretically relevant batteries of variables, including SBU strategic capabilities, environmental uncertainty, and performance. A newly developed constrained, multi-objective,...

Although one might expect differences between manufacturing and service firms in pioneering advantages, the extent of these differences has not yet been investigated. This is the first cross-national study that compares such differences in nine countries/regions: the United States, the United...

Reciprocity has been identified as a "messy" concept to study within international cooperative ventures. Theoretically grounded in international cooperation, transactional cost theory and economic anthropology, reciprocity is operationalized and explored in this study. Specifically, the effects...

Pioneering advantage in manufacturing firms has received much attention in the management and marketing literature. Few research studies, however, have been conducted to investigate the pioneering advantages and disadvantages involved in new service development, especially across several...

Effective product launch is a key driver of top performance, and launch is often the single costliest step in new product development. Despite its importance, costs, and risks, product launch has been relatively underresearched in the product literature. We reviewed the extant literature on...

The initial screening of a new product idea is critically important. Risky projects (i.e., those with high probabilities of failure) need to be eliminated early before significant investments are made and opportunity costs incurred. Unfortunately, previous research suggests that it is often...

In the race to bring new products to market, a company may be tempted to cut corners in the new product development (NPD) process. And a hostile environment - that is, one marked by intense competition and rapid technological change - only heightens the pressure to reduce NPD cycle time....