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The purpose of the current study is to examine how employees from different cultures respond to participative budgeting when the budget planning horizon is congruent or incongruent with their cultural time orientation. We conducted a 2×2 quasi-experiment in which cultural time orientation (short term or long term) was measured and budget planning horizon (short term or long term) was manipulated. A total of 164 employees participated in the experiment – 87 from China and 77 from the United States, representing long-term and short-term cultural time orientations, respectively. The results indicate that satisfaction with participative budgeting was greater when cultural time orientation and budget planning horizon were congruent, relative to incongruent. Also, the differential reaction between congruence and incongruence was less extreme for the Chinese participants than the U.S. participants, which is consistent with Confucian thought of “The Doctrine of the Mean.” The results of this study contribute to participative budgeting literature and suggest that managers who operate in different countries should be cognizant of cultural differences when employing participative budgeting processes.

This study identifies and examines psychological and environmental factors that influence the long-term orientation of top management teams (TMTs).

Data on S&P 500 companies from 2011 to 2020 are collected from the Compustat database. Additional variables were measured through content analysis of earnings conference calls. This study used two-stage least squares regression with fixed effects to analyze the data and test the hypotheses. Appropriate diagnostic tests were conducted to ensure validity and eliminate endogeneity.

The results indicate that a chief executive officer’s (CEO) promotion focus positively and significantly influences the TMT's long-term orientation. However, the influence of prevention focus is statistically insignificant. Furthermore, the results indicate that environmental hostility moderates both relationships.

The TMT's long-term orientation can be improved through the insights provided by this study.

To the authors’ knowledge, this is the first study to examine the collective effects of psychological and task environmental factors on the long-term orientation of the TMT. Additionally, this study sheds light on the internal dynamics of the top-management team.

The purpose of this study is to propose long‐term orientation as a moderating effect on restaurant customer reward programs. Unlike in short‐term oriented and transactional marketing, long‐term orientation is an important factor in creating new loyal customers.

This research shows how the moderating effect of long‐term orientation affects customer reaction to reward timing (Experiment 1) and reward type (Experiment 2). The independent variables of Experiment 1 were timing of rewards (immediate/accumulate) and long‐term orientation (high/low), with the dependent variable being customer loyalty. The independent variables of Experiment 2 were the types of rewards (monetary/nonmonetary) and long‐term orientation (high/low), with the dependent variable being customer loyalty. The treatment groups are different from each other with regard to reward type and reward timing.

Depending on the reward type and its timing, long‐term orientation has a moderating effect on customer loyalty. In customers with a high long‐term orientation, there is no difference in the effect of rewards, whether they are immediate or accumulated and monetary or nonmonetary. On the other hand, for customers with a low long‐term orientation, the effect of rewards increases for monetary rewards more than nonmonetary ones and for immediate rewards more than for accumulated ones.

This paper helps restaurant managers to better understand customer loyalty and the value of reward programs that take into account the long‐term orientation concept.

This paper aims to investigate the antecedents of manufacturing firms’ long-term orientation towards their suppliers in the context of outsourcing relationships in China.

Based on survey data collected from 224 manufacturing firms in China, this study examines the hypothesized relationships.

The results show that task conflict has a negative effect on long-term orientation, both Chinese guanxi and formal control are useful governance mechanisms to enhance long-term orientation, and the negative effect of task conflict on the long-term orientation weakens as Chinese guanxi between a manufacturer and its supplier increases.

This study contributes to a better understanding of conflict management in outsourcing relationships in China.

The aim of this research is to study the direct and indirect effects among governance characteristics, long-term orientation and sustainable longevity of family firms.

Data were collected from 108 family firms operating in different sectors using survey questionnaires. The authors used the partial least square structural equation modeling (PLS-SEM) to examine the hypotheses of the study.

Results indicate that governance characteristics influence long-term orientation and sustainable longevity. Furthermore, results also suggest that long-term orientation partially mediates the impact of governance characteristics on sustainable longevity. These findings provide critical implications for both theory and practice.

The findings of the study fill gaps in the existing literature and contribute to the body of knowledge in strategic management literature by providing additional evidence of the internal drivers of corporate sustainable longevity, particularly for family SMEs in developing economies.

The temporality of performance measurement systems has been claimed to affect actors’ time orientation, such as that of listed company managers. The purpose of this paper is to explore this view.

The study uses constructivist data gathered from executives in one listed and one non-listed company.

The study shows that the research on performance measurement is based on a linear-quantitative view on time that assumes that humans orient towards the future from one point, the present; this view excludes other time-related constructs, particularly the past, and highlights a choice between the short term and the long term, idealising the long term. It is shown that the performance measurement of non-listed company executives is constructed through past-based, present-based and future-based rationalities: executives acknowledge the past as a basis for present and future performance, present actions as shaping future performance and future plans and performance targets as bases for present actions. Listed company executives’ performance measurement is constructed predominantly through the present-based time rationality.

“The orientation from the present” and the “short” and “long terms” could be enhanced with time rationalities.

The evaluation periods within performance measurement systems do not determine the time orientations of the actors subjected to those systems; time rationalities could be considered when designing such systems.

The paper provides a novel view on performance measurement and time.

This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating role of long‐term time orientation. The authors theorize that teams' long‐term orientation moderates the diversity‐cooperation relationship through its effect on prosocial civic virtue behaviors.

A total of 56 teams of MBA students were surveyed and data were analyzed along with third‐party records of demographic data on educational and functional backgrounds.

Mediated moderation analyses indicated that for teams with high long‐term orientation, a negative relationship exists between informational diversity and civic virtue, while no significant relationship existed for teams with low long‐term orientation.

Future research should be conducted to address remaining concerns about the generalizability of the current findings and common method bias. Further research is also recommended to uncover the potential of cultural values like long‐term orientation to inhibit or facilitate diversity effects.

The current findings highlight the importance of considering the context and team member orientations toward time in particular as factors impacting how teams with informational diversity operate. Managers of teams consisting of members with high long‐term orientation are advised to take steps to minimize the risk experienced by team members when they engage in voice‐based behaviors.

This article highlights the role of team member orientation towards time as a boundary condition of the link between team diversity and cooperation. Voice‐based civic virtue behaviors are also identified as key antecedents to cooperative teams.

This purpose of this study is to apply social exchange theory (SET) to explain how social exchange behaviors, such as the exchange of knowledge, information and respect between firms, would increase the likelihood of certification implementation and strengthen the relationships among partners. The main purposes of this study are to examine the significant connections between partner interactions and long-term orientation and to examine the links among long-term orientation, certifications and relationship quality.

To test the research hypotheses, structural equation modeling was conducted to analyze the data collected from 136 respondents who are top managers of manufacturing enterprises in Taiwan National Science Park.

Many enterprises in Taiwan regard conflict as a method to express more detailed information about collaboration in business and see conflict as a minus in making the quality of partnership healthier than before. It was affirmed that owning international certifications has an impact on long-term collaborative partnership. Conflicts within a partnership do not completely have a negative influence on relationship quality. Because enterprises want to keep stable partnerships and get long-term competitive advantages, they should continue creating smooth and efficient trading behaviors and should also consider relationship quality as an important factor with regard to their investment in some relationship-specific assets.

This study was intended to explore the connection between conflict and relationship quality; however, this relation suggested that conflict may be a negative influence but without any significant proof of the connection. Therefore, future researchers could examine this relation again in the context of Taiwanese enterprises.

This study had some implications for enterprises in Taiwan, especially in regard to maintaining a long-term partnership and deciding whether to acquire a specific certification. When firms decide to invest in a relationship-specific asset, they should consider the interaction with the partners and the quality of the partnership. It is suggested that firms should evaluate not only the immediate benefits and drawbacks but also the implications with regard to partner relationships. Meeting the requirements of partners is thus an effective approach to gain trust and commitment.

As the interactions with partners are executed progressively more smoothly, the relationship quality will become increasingly better. The possibility of having a long-term collaborative relationship becomes higher as the relationship quality improves. Therefore, as the relationship duration becomes increasingly longer, the cost of having an international certification will offer a return on the investment or even result in a profit.

A good relationship quality will lead to specific investments from partners, such as the one involving the implementation of specific certifications. The enterprises in Taiwan would prefer to develop a long-term partnership when their demands for a specific investment could be fulfilled. Consequently, enterprises can use the degree of relationship quality to assess the cost and benefits of implementing a certification and can, furthermore help in making the decision.

The purpose of this study is to compare two models, traditional‐ and performance‐based, of Japanese retailers' channel relationships. The traditional model proposes Japanese retailers' long‐term orientation with their supplier is an antecedent of Japanese retailers' trust and dependence on the supplier. The performance model, on the other hand, proposes significant influences of suppliers' role performance and dependence on channel relationships.

Data were collected from Japanese department store buyers and specialty store buyers. A total of 141 cases were analyzed using the EQS structural equation modeling software.

Results show that the traditional model had a higher explanatory power than the performance model, which indicates the strong influence of culture on Japanese channel relationships.

Some measures have relatively poor psychometric properties. A further study should refine these measurements by exploring the meanings of these constructs from the cultural context.

This study provides insight into how cultural influences are embedded in distribution channel relationships.

This paper assesses whether communication via interpersonal and IT channels accounts for short-term financial performance and long-term orientation and how these effects are influenced by contract completeness and technology usage in platform builder-platform participant relationships.

The conceptual model and hypotheses are validated through a moderated regression of 384 survey responses from platform participant.

The empirical results indicate that interpersonal and IT-enabled communication contribute to both short-term financial gains and long-term orientation. The coexistence of interpersonal communication and IT-enabled communication has a synergetic effect on long-term orientation. Contract completeness positively moderates the effect of interpersonal communication on short-term performance while negatively moderating its effect on long-term orientation. Furthermore, contract completeness undermines the effect of IT-enabled communication on short-term performance. Technology usage enhances the effectiveness of interpersonal communication in generating long-term orientation.

First, diverging from the extant research treating communication as a single dimension construct, this study differentiates communication on media channels and shows their separate and synergetic effects on short-term performance and long-term orientation. Second, our empirical findings indicate that the effects of communication are influenced by governance practices, which extends the communication literature. Third, previous studies have presented conflicting results concerning the role of governance mechanisms in inter-firm relationships. By showing that governance mechanisms also either support or suppress communication in generating performance for platform participants, this study extends the existing research on governance mechanisms. Finally, by regarding technology usage as a transactional governance mechanism, this study furthers our understanding of the role of technology in interfirm relationships.