What explains managers’ escalating behaviors in a failing NPD project? The impact of managerial perceptions of opportunities and threats in a stage-gate process

Yang, Miles M.; Chen, Wansi

doi:10.1080/00472778.2020.1719297

Cited by 6 publications

(4 citation statements)

References 120 publications

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“…In the existing research on CEO environmental awareness and organizational outcomes, the resulting variables are usually confined to the environmental field, such as eco‐innovation (Sun & Sun, 2021), green innovation (Berrone et al, 2013) and environmental performance (Jang et al, 2017). The research status sits uncomfortably with evidence that CEO environmental awareness has played an increasingly important role in recent years (e.g., Yang et al, 2022; Yin et al, 2019). By highlighting the role of executives' environmental awareness in setting the strategic direction, improving stakeholder engagement, and stimulating innovation for NPD, this study extends environmental research to nonenvironmental performance domains, making a timely contribution to the field.…”

Section: Discussionmentioning

confidence: 99%

“…First, we extend the existing environment and NPD literature by examining the link between CEO environmental awareness and NPD performance. Scholars have emphasized the need for research that explores the antecedents of NPD performance from the perspective of CEO environmental values (Francoeur et al, 2017; Yang et al, 2022; Yin et al, 2019), and our study responds to this call. Second, we theorize an important underlying mechanism, that is, corporate environmental practice, to unveil how CEO environmental awareness impacts NPD performance.…”

Section: Introductionmentioning

confidence: 98%

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Can CEO environmental awareness promote new product development performance? Empirical research on Chinese manufacturing firms

Tang,

Liu,

et al. 2023

Bus Strat Env

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Despite the growing interest in the role of chief executive officers' (CEOs') environmental awareness in enhancing performance, its impact on new product development (NPD) performance, as well as the underlying mechanisms and contextual bounds of the impact, remains unexplored. Based on upper echelons theory, we suggest that CEO environmental awareness promotes NPD performance through corporate environmental practice. We further theorize that the role of CEO environmental awareness is contingent on environmental institutional pressure. To validate the model, we collected survey data from 534 senior executives of 178 manufacturing firms in China. The main results show that corporate environmental practice completely mediates the relationship between CEO environmental awareness and NPD performance. The relationship is positively moderated by environmental normative pressure, whereas environmental regulatory pressure negatively moderates this process. Theoretical and practical implications of how to leverage CEO environmental awareness and environmental institutional pressure to boost NPD performance are discussed.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 98%

Can CEO environmental awareness promote new product development performance? Empirical research on Chinese manufacturing firms

Tang,

Liu,

et al. 2023

Bus Strat Env

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“…Commitment, a vital concept, is the psychological force that drives individuals to persevere in their chosen actions despite challenges (Kiesler, 1971; Lu, Han, et al, 2023; Lu, Zhang, et al, 2023). It has been extensively studied in the contexts of organizational commitment (e.g., Cohen, 2007; Lu et al, 2013; Meyer et al, 2004) and new product development (e.g., Schmidt & Calantone, 2002; Yang et al, 2022), with the former being conceptualized at the employee level and the latter at the management or firm level.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Lu,

Yang,

Zhu

et al. 2024

Human Resource Management

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This research investigates the impact of algorithmic management on worker behaviors, focusing on workers' commitment to service quality and referral tendencies. Drawing upon the job demands‐resources model, we argue that high levels of algorithmic management could create hindrance demands that impede service quality and demotivate referral behaviors. We propose that high workload, as a challenge demand, buffers the negative effects of algorithmic management on worker outcomes. We find support for our proposed research model in an experiment with a sample of 1362 platform‐based food‐delivery riders. We also conduct a qualitative study with 21 riders, which provides a more nuanced understanding of how algorithmic management affects workers' attitudes, behaviors, and referral tendencies.

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“…These indicators determine the decision of the new product development project—project continuation, shelving or termination (Brock et al ., 2020). These constraints or rules improve the scientific nature of new product development decisions, thus improving the efficiency of such development (Cooper and Sommer, 2016; Yang et al ., 2022).…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

Enterprise digital transformation under process constraints: investigation of the combinative effects of different constraints

Lei

Tang

Zan

2023

BPMJ

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PurposeThis study aims to empirically study the effect of process constraints and the combinative effects of different constraints on enterprise digital transformation.Design/methodology/approachThis paper selects the World Bank's business environment survey of Chinese enterprises in 2012 as the research sample to empirically study the effect of process constraints and different kinds of constraints on enterprise digital transformation.FindingsThe authors find that process constraints have an inverted U-shaped effect on enterprise digital transformation and that employee digital literacy plays an intermediary role in this process. That is, process constraints have a too-much-of-a-good-thing effect on employees' digital literacy, which further affects enterprise digital transformation. The increase in the number of input and output constraints will make the inverted U-shaped relationship between the process constraint and digital transformation steeper.Originality/valueThe constraints faced by enterprises are everywhere and of many kinds. This paper not only discusses the influence of process constraints on enterprise digital transformation but also analyzes the interactive influence of different kinds of constraints on enterprise digital transformation and explores its micromechanism. This approach is helpful for enterprise managers in thinking about how to make full use of different kinds of constraints to activate the power of enterprise digital transformation, regard constraints as challenges and opportunities, and use them to stimulate the ability to improve the resource integration and utilization.

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What explains managers’ escalating behaviors in a failing NPD project? The impact of managerial perceptions of opportunities and threats in a stage-gate process

Cited by 6 publications

References 120 publications

Can CEO environmental awareness promote new product development performance? Empirical research on Chinese manufacturing firms

Can CEO environmental awareness promote new product development performance? Empirical research on Chinese manufacturing firms

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Enterprise digital transformation under process constraints: investigation of the combinative effects of different constraints

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