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PurposeThe environment in high-tech industries is highly dynamic, and after COVID-19, it has become even more unpredictable. Hence, it has become critical for firms to develop strategies to cope with a highly dynamic environment. This paper aims to analyze how the impact of the scientific collaboration networks with URIs (universities and research institutes) on firm innovation performance is contingent on technological and market dynamics.Design/methodology/approachUsing a sample of 174 Chinese firms in the new-energy vehicle industry during 2004–2015, the authors applied a random-effects negative binomial modeling approach to model these relationships.FindingsA broad and strong scientific collaboration network promotes firm innovation network effects are contingent on technological and market dynamics. While technological dynamics strengthen the effect market dynamics weaken it due to the different purposes of collaboration for firms and URIs.Practical implicationsFirms should adjust the structure of scientific collaboration networks with URIs when facing different environments. The government should encourage firms to jointly research with diverse URIs and play an active role in stabilizing market environments.Originality/valueThis study contributes to the academic debate on university-industry scientific collaborations. Applying the temporary competitive advantage (TCA) framework, we provide nuances to the literature that studies the factors that condition the effects of networks. This study also adds to the research on firm scientific collaboration networks by measuring networks based on the coauthorship between firms and URIs.

Standardization alliances evolve through collaborations among firms for developing and implementing industry technical standards. Cooperative standard setting can help allied firms to gain access to external knowledge and technologies, but it is unclear how the configuration of a standardization alliance can result in improving a firm’s performance in new product development. This study examines how standardization alliance network‐based resource advantages vary across a firm’s network position and the firm’s ability to influence industry standard setting and new product outcomes. Empirical analyses, based on archival data from 170 Chinese automobile manufacturers from 1999 to 2013, indicate that firms that span structural holes in standardization alliance networks gain an advantage when focusing on early new product introductions but suffer a disadvantage when aiming at more innovative products. In contrast, taking a central position in standardization alliance networks is negatively related to a firm’s speed in bringing new products to market but positively related to the firm’s new product introduction rate. Further, standard‐setting influence significantly mediates the effect of network position on a firm’s new product speed to market. Increasing centrality and structural holes can lead to the improvement of a firm’s standard‐setting influence, and this, in turn, positively affects speed to market.

Purpose -Recent studies have conceptualized market orientation into two distinct components, responsive and proactive market orientation. The purpose of this paper is to examine the environmental antecedents that lead to the adoption of a responsive or proactive market orientation. Design/methodology/approach -Drawing upon the market orientation literatures, and using theory derived from environment strategy research as a starting point, a conceptual model is developed in which environmental factors are antecedent variables influencing the responsive and proactive market orientation. To test the conceptual model, data were collected from 308 companies across a wide range of industries. Findings -The results show that responsive market orientation is positively related to market turbulence, technological turbulence and competitive intensity. On the contrary, proactive market orientation is negatively related to market turbulence, technological turbulence, and competitive intensity. Originality/value -The paper makes a theoretical contribution in that it extends the market orientation literature and examines what environmental antecedents affect responsive and proactive market orientation. The paper also makes some managerial recommendations.