Abstract
Firms invest in new product development (NPD) capability
to enhance their performance. To have performance
advantage, it is generally recommended that they invest
in both dimensions of the NPD capability: exploitation
and exploration. However, many firms fail to do so. In this
study, we draw on institutional theory and upper echelon
theory to conceptualize and examine: 1) how top management team (TMT) heterogeneity impacts the combination
of exploration and exploitation within the firm‘s NPD
capability and accordingly, performance; and 2) how these
relationships are moderated by coercive and mimetic
institutional pressures. This offers new insights on the
antecedents of NPD capability. It also provides an explanation for the past mixed findings regarding the impact
of institutional pressures on performance. In addition, it
provides some insights into the controversy surrounding
the impact of TMT heterogeneity on performance.
| Original language | English |
|---|---|
| Publication status | Published - 27 May 2016 |
| Event | EMAC 2016 - Oslo, Norway Duration: 24 May 2016 → 27 May 2016 |
Conference
| Conference | EMAC 2016 |
|---|---|
| Period | 24/05/16 → 27/05/16 |
Bibliographical note
Organising Body: European Marketing AcademyKeywords
- Business and management studies