PurposeThe purpose of this paper is to advance and investigate empirically how entrepreneurial attitude and normative beliefs influence managerial scanning for competitive intelligence and how managerial scanning efforts subsequently impact managerial interpretation of organizations' strengths and weaknesses in the competitive arena.Design/methodology/approachA structural equation model was tested with survey data from 309 managers in the USA.FindingsThe results indicate that entrepreneurial attitude orientation and market orientation significantly impact managerial scanning for competitive intelligence, which in turn leads to managerial representations of competitive advantage.Research limitations/implicationsThis paper demonstrates that scanning for competitive intelligence is more an entrepreneurial activity than a routine activity for managers, and that managerial scanning efforts can be maximized in highly market‐oriented organizations that value competitive intelligence collection and dissemination. Proactive scanning for competitive intelligence enables managers to develop a fuller picture of the superiority or deficiency of their organizations. Future research needs to address the inherent cyclicity of the managerial sense‐making process.Originality/valueThis paper is the first effort to examine empirically the scanning cycle – that is, the relationships between managerial business motivation, intelligence scanning and sense‐making. It offers strategic guides to both academicians and practitioners on how to achieve a better understanding of the complex and dynamic market through proactive scanning activities.
Cross-functional product development teams (CFPDTs) are receiving increasing attention as a fundamental mechanism for achieving greater interfunctional integration in the product development process. However, little is known about how team members' interactional fairness perception-fairness perception based on the quality of interpersonal treatment received from the project manager during the new product development process-affects cross-functional communication and the performance of CFPDTs. This study examines the effects of interactional fairness on both team members' performance and team performance as a whole. It was predicted that interactional fairness in CFPDTs would significantly affect team members' task performance, both task-and person-focused interpersonal citizenship behaviors, as well as team performance. Additionally, commitment would partially mediate the effects of interactional fairness on these performance outcomes. Analyzing survey responses from two student samples of CFPDTs with hierarchical linear modeling techniques, it was demonstrated that team members' task performance, interpersonal citizenship behavior, and team performance are enhanced when team members are dedicated to both the team and the project, and such dedication is fostered when project managers are fair to team members in an interpersonal way.
Drawing on a strategic fit perspective in international marketing, this study explores how macroenvironmental factors—cultural dimensions and globalization forces—affect the relationship between product diversification and market value of large international firms. The author hypothesizes that (1) the four dimensions of culture (individualism–collectivism, uncertainty avoidance, power distance, and masculinity–femininity) significantly affect product diversification and (2) economic and social globalization positively moderate the relationship between product diversification and market value of large international firms. The author empirically examines the hypothesized relationships using a sample of 485 firm-year observations from 17 countries for the period between 2006 and 2009. Using the hierarchical linear modeling technique, the author demonstrates that firms in countries with cultures characterized by high uncertainty avoidance and low power distance have a higher degree of product diversification, and product diversification in turn has a significant positive impact on firm market value. Furthermore, the author demonstrates that economic and social globalization, as indicated by actual flows, personal contacts, and information flows, positively moderates the relationship between product diversification and market value of large international firms.
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