The success of new product development (NPD) depends on a team's abilities to integrate, build, and reconfigure internal and external competences and the flexibility to address rapidly changing environments. To develop innovative products it is desirable that these processes should not be constrained by current beliefs and routines. NPD teams therefore need to engage in an unlearning process to overcome any resistance to new ideas and to facilitate a fresh approach. The paper recognizes that the controlled experience of stress plays a part in unlearning (e.g., confusion about technology or market change can encourage changes) and argues that teams should systematically reflect on the progress they are making in projects and in unlearning. The fairness of procedures used by the management moderates the proposed relationships. Two hundred and ninety eight team members and 77 NPD team leaders participated in the study. The results indicate that team reflexivity positively influences unlearning and product innovation, while team stress has a negative effect. The perceived fairness of management procedures strengthens the positive effects of team reflexivity on unlearning and product innovation, and reduces negative effect of team stress.

Purpose-To determine the effects of project management skills, entrepreneurial proclivity, and existing knowledge on team reflexivity and performance of cross-functional new product development (NPD) team. The moderating roles of team cohesiveness and knowledge practice are also explored. Design/methodology/approach-This study used online questionnaire surveys by inviting 500 R&D team members of NPD from three Science Parks in Taiwan. The survey questionnaires were sent to the representative of R&D team members. Findings-The results indicate that members' project management skills, entrepreneurial proclivity, and existing knowledge have significant impact on team reflexivity and product innovativeness of the NPD project, which then influence NPD performance. Furthermore, NPD team exercising higher levels of team cohesiveness and higher knowledge practice tend to moderate the influence of team reflexivity and product innovativeness on NPD performance. Research limitations/implications-The use of longitudinal research is suggested to confirm the results of this study. Moreover, other research settings, either different industry or other countries, could increase the generalizability of the findings. Practical implications-The study has high implications for managers of NPD to recruit qualified team members who have adequate knowledge and strong entrepreneurial proclivity. Moreover, managers should be aware of the moderating role of team cohesiveness and knowledge practices. Originality/value-The paper determines the antecedents and consequences of team reflexivity and innovativeness among NPD team members. The moderating role of team cohesiveness and knowledge practices are discussed.

The unlearning process in new product development (NPD) teams is a crucial one that leads to innovative products, but most related studies emphasise the variables embedded at the team level. This study focuses on how the characteristics of individuals, known as psychological capital (PsyCap), also contribute to the unlearning process. Moreover, this study argues that the effect of unlearning is moderated by the perceived diversity climate. To test the proposed hypotheses, 77 NPD team leaders and 298 members participated in the study. The results indicate that PsyCap has a positive influence on team unlearning and product innovation. This study also indicates that team strain negatively influences the unlearning process and product innovation. The positive effect of PsyCap on the unlearning process is strengthened when NPD teams perceive greater diversity climate, while the negative effect of team strain on the unlearning process and product innovation is weakened.

PurposeThe purpose of this paper is to empirically test competing models of the different causal relationships regarding the motivations for corporate environmental responsibility, the adoption of environmental product policies and the related enhancement of environmental performance.Design/methodology/approachThis study uses a mail survey and employs structural equation modeling to test the different relationships among the constructs examined. By testing the fitness of the competing model models, the appropriate relationships are identified.FindingsThe environmental performance is directly influenced by instrumental motives and political motives, which have indirect effects on environmental performance through corporate environmental responsibility. These also reveal that instrumental motives have marginal effects on both corporate environmental responsibility and environmental performance, and the marginal effects of political motives on environmental performance are also clearly shown. Notably, the results reveal that the corporate environmental responsibly is a pivot in these cause‐effect relationships.Research limitations/implicationsAlthough this study provides researchers and policy makers with a framework to study environmental responsibility in different business environments, it did not undertake a deeper analysis to better understand business and organizational cultures and business environments regarding the implementation of an environmentally oriented policy. Furthermore, the model was only tested with survey data from Taiwan, although some of samples operate internationally.Practical implicationsFrom the perspective of a practical business context, practitioners should implement corporate responsibility policies that are specifically related to their political environments. For example, when doing businesses in Taiwan, the political motives involved in environmental protection will be the key to success when undertaking policies related to corporate environmental responsibility.Originality/valueThe results of this research indicate that there is an indirect heavy loading of corporate environmental responsibility on environmental performance. Therefore, corporate environmental responsibility is the pivotal factor in firms' adoption of environmentally oriented policies.

Rapid changes in the technological environment have significantly increased the strain experienced by NPD teams, particularly with regards to developing innovative products that meet both technology and market demands. This study argues that environmental dynamism positively influences the level of team strain but negatively influences product innovation. Moreover, this study further argues that the effect of team strain on product innovation will be positively moderated by perceived diversity in a team climate as it is defined in this study. To test the proposed hypotheses, 87 NPD team leaders and 336 members participated in the study. The results indicate that technology dynamism positively influences team strain and negatively influences product innovation, while market dynamism positively influences both variables. Further, the negative influence of team strain on product innovation is positively moderated by a team's perception with regard to the diversity climate.