Bridging Yesterday, Today, and Tomorrow: CEO Temporal Focus, Environmental Dynamism, and Rate of New Product Introduction

Greasing the Wheels of Change: Bribery, Institutions, and New Product Introductions in Emerging Markets

“…While most research in this area develops micro-specific explanations around the characteristics of products, firms, and technologies (Evanschitzky, Eisend, Calantone, & Jiang, 2012;Nadkarni & Chen, 2014), this study answers recent calls to examine the impact of external environments on new product introductions (Bstieler, 2012), particularly in the context of emerging markets (Story, Boso, & Cadogan, 2015). By showing that the effectiveness of product strategy is moderated by the formal and informal settings in which firms operate, it underscores the complex role of institutions in relation to successful introduction of new products.…”

“…Introduction of new products represents a central aspect of firms' strategy (Nadkarni & Chen, 2014) that provides avenues to diversify and adapt to evolving markets (Schoonhoven, Eisenhardt, & Lyman, 1990) and determines their subsequent survival and success (Banbury & Mitchell, 1995;Chaney & Devinney, 1992). Integrating elements from transaction costs economics (TCE) and institutional theory, I propose that, in emerging markets, bribing will have a positive ("greasing") effect on firms' new product introductions by effectively reducing the transaction costs associated with these activities.…”

The Effects of a CEO’s Technical Background and Cross-functional Coordination on Technological Innovation Performance: The Mediating Role of Technological Innovation Orientation

“…In sum, a CEO with technically oriented functional background is likely to better detect new technological or product opportunities and to be more capable of converting the detected opportunities into the final product which is commercially viable in the market (Nadkarni & Chen, 2014). Thus, the firm whose CEO has a greater orientation in his or her functional background may be better positioned to effectively implement the technological innovations.…”

“…The link between managerial functional backgrounds and innovation outcomes is grounded on the central premise of upper echelons perspective (Hambrick & Mason, 1984) that managerial background characteristics such as age, education, and functional track shape the cognitive bases and values of managers and have a significant effect on their strategic actions and resultant performance outcomes. Drawing on the upper echelons perspective, a considerable number of prior studies empirically examined the relationships between managerial characteristics such as leadership styles, personalities and education level and firm performance in the context of innovation (Camelo, Fernández-Alles, & Hernández, 2010;Chen et al, 2014;García-Granero et al, 2015;Nadkarni & Chen, 2014). Yet, to date no empirical investigation has been conducted on the relationship between managerial functional background and the organizational innovation performance.…”

Celebrity Chief Executive Officers Influence on Firm Performance: A Review of Theory and Evidence

“…This is also supported by Aron and Mathew [68] and Gottesman and Morey [69] whose research also suggests that individual characteristics, traits, behaviors and experiences of a CEO, explain variation in management style that contribute to firm's performance. Nadkarni and Chen [70] also added that that the CEO temporal focus, defined as the degree to which a CEO focuses on the past, present, and future in thinking about their firm and the issues it faces influences firm performance in terms of the firm's ability to introduce new products. Further, Wang et al [71] noted that certain leadership characteristics and behaviors by CEOs might significantly impact firm performance.…”