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Unlike the previous studies that examined the direct relationship between media attention on entrepreneurship (MAE) and entrepreneurship participation, this paper aims to examine the mediated link through entrepreneurial intention.

The cognitive theory of media provides the foundation for predictions that primary outcome of MAE is the entrepreneurial intention which in turn affects the different types of entrepreneurship participation (early-stage startup activities, new product development [NPD] activities and informal investment activities). The test of the hypothesized model relies on panel data for 2010–2015 on 40 developing and developed countries taken from the Global Entrepreneurship Monitor report of 2015.

MAE has an indirect effect on two types of entrepreneurship participation (early-stage startup activities and informal investment activities) via entrepreneurial intention, whereas there is no direct or indirect effect of MAE on NPD activities. The findings also suggest when the entrepreneurial intention is added as a mediator in the model; the direct effect of MAE on early-stage entrepreneurial activities becomes insignificant.

To the best of the authors’ knowledge, this is the first study in its nature which established the relationship between MAE and entrepreneurial intention. In addition, this study also explained the mediation mechanism between the relationship of MAE and entrepreneurship participation by using the panel data.

The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM (information sharing, customer involvement, long‐term partnership, joint problem‐solving, and technology‐based CRM) and five aspects of innovation capability (product, process, administrative, marketing, and service innovations) are identified. The one‐to‐one associations between the two constructs are developed and verified.

Data from 107 Taiwanese computer manufacturers are collected. Multiple regression analysis is employed to examine the effects of CRM on innovation capabilities.

The following results are offered: computer manufacturers in Taiwan perform various levels of CRM and, consequently, display different levels of effects on each of the five innovation capabilities. Generally, firms are able to increase their innovation capability by ad hoc CRM; the relationship between customer involvement and process innovation; customer involvement and administrative innovation; and long‐term partnership and marketing innovation are not significant; and technology‐based CRM has positive effects on all five types of innovation.

The findings suggest that not all CRM activities contribute to innovation programs, which clearly indicates the need for applying other mechanisms, such as supplier integration, to form a complete innovation program. Managers should align the development of their supplier management and CRM practices with the desired innovation capability.

The one‐to‐one relationships between CRM practices and innovation capabilities have not been properly examined. The findings suggest the need for more research in this area, and the statistical results provide managers with useful guidelines for implementing appropriate CRM practices to develop specific innovation capabilities to respond to enhanced competitiveness.

The aim of this study is to empirically test a framework which identifies the relationships between customer relationship management (CRM) practices, organizational performance and innovation capability of Iranian manufacturing firms.

Data for the study were collected from a sample of 211 Iranian manufacturing firms. The research model was tested using structural equation modeling.

The results reveal that CRM practices have a positive and significant, though weak, effect on organizational performance and innovation capability of Iranian manufacturing organizations. Innovation improvement caused by CRM also results in better organizational performance.

Because this study is conducted in Iranian manufacturing organizations, it implies that the generalizability of this study’s findings is limited to the manufacturing firms in Iran and cannot be applied to other markets without a further validation.

This empirical research has extended our understanding of CRM components and their impact on business performance and innovation capability of Iranian manufacturing firms which have not been addressed together in previous empirical studies in Iran. Also, the obtained findings offer the Iranian manufacturing executives and managers strategic insights in relation to CRM implementation, CRM items and, more importantly, the most influential components of CRM on the manufacturing organizations’ performance and innovation.

This paper shows the importance of CRM practices and how they directly influence organizational and innovation capabilities of the Iranian firms. This study is among the few studies which attempt to empirically investigate the relationships between these variables particularly in the context of Iran.

The purpose of this study is to introduce a unified framework, which integrates knowledge management (KM) (knowledge acquisition, diffusion and application, knowledge from a customer, knowledge about customers and knowledge for customers), customer relationship management (CRM) success (information sharing, customer involvement, long-term partnership, joint-problem solving and technology-based CRM) and innovation capabilities (ICs) (product innovation, process innovation, marketing innovation, service innovation and administrative innovation). Then empirically test the effect of KM on CRM success, the effect of CRM success on IC and the impact of KM on IC through the mediator.

Statistical techniques used included confirmatory factor analysis and structural equation modeling using AMOS to test the hypotheses.

The results show that KM influences CRM success, which, in turn, affects IC and KM impacts IC through CRM success.

The study uses data provided by only one key informant per firm, which could involve a degree of subjectivity. This study is cross-sectional, which prevents us from examining the evolution over time of the phenomenon under investigation.

If organizations fully comprehend KM and CRM, they would be able to implement them successfully, creating value for their companies and fostering IC.

The existing research on CRM and KM is primarily conceptual and descriptive in nature and empirical research confirming the real impact of KM processes when developing a CRM innovation is lacking. The relationship between ICs and CRM has not been adequately studied. Hence, this study introduces a conceptual framework, which integrates KM, CRM, ICs and empirically tests the relationships among them.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

The study builds on existing research in management control (MC) and innovation management. The purpose of this study is to identify patterns in the application of MC instruments which contribute to successful innovation. The application of MC instruments can reduce potential risks and make the new product development (NPD) process more transparent and efficient.

The authors use dyadic data to determine the effect of 58 MC instruments on NPD process stage-specific performance and subsequent innovation and firm success. To provide empirical evidence of each MC instrument’s effectiveness, three importance-performance matrix analyses were conducted that assess the impact of each MC instrument.

The authors identify patterns in the application of MC instruments which contribute to successful innovation activities and the authors determine the impact of MC instruments on NPD performance, innovation performance and firm performance in different stages of the NPD process.

The authors provide knowledge that can be used by managers to review their actual application of MC in the NPD process and to select their instrument set.

The authors contribute to the MC literature by examining data from a cross-industry study on the effects of MC instruments during the NPD process. The authors include a comprehensive set of MC instruments and show how their effect changes between the different stages of the NPD process.

The traditional view of accounting as something that constrains innovation and conflicts with creativity is giving way to a more contemporary belief that accounting can enable innovation and support the innovative process. This paper aims to examine this evolving relationship between accounting and new product development (NPD) by exploring how interactions between NPD participants at various stages of the NPD process help to achieve the appropriate balance between firmness and flexibility which is necessary for NPD success.

A case study method is adopted. Strong structuration theory (SST) is used to examine the complex interactions that take place between managers at various stages in the NPD process, while the concept of minimal structures is drawn upon to explore how these interactions influence the role of accounting in NPD and help to achieve the desired balance between firmness and flexibility.

The findings of the study reveal that the use of accounting information in NPD is not necessarily prescriptive or normative but is embedded in the everyday interactions taking place throughout the organisation. Formal accounting information, which could be characterised as “push” information, is prepared and presented by the accountant as a formal requirement of NPD, where it is relied upon by the NPD Steering Committee to make stage-gate decisions in the latter stages of the process. This formal accounting information supports the technical structures within the minimal structures framework. Informal accounting information, which could be characterised as “pull” information, is prepared and used by the NPD team to make decisions from the early stages of NPD, often before the formal process has even begun. This information is regarded as a language or given understanding, and is often not even recognised as accounting information by those using it. This type of internalised language formulates the social structures discussed within the minimal structures framework. Together, the formal and informal use of accounting information, and the interactions implicated therein, provides the organisation with the appropriate balance of firmness and flexibility required to effectively govern the NPD process.

The paper contributes to accounting and innovation literature by using SST and minimal structures to explore interpersonal interactions in an NPD context.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

This paper aims to analyze the impact of team rewards (TR) on quality performance of new product development (NPD). In particular, the authors analyze whether the use of TR affects the performance of NPD team projects in not only accomplishing their work as a team and the outcomes of their performance but also considering the enhancement of the involvement of both internal functions and external actors (suppliers and customers) in the early stages of NPD.

The association of TRs on quality performances of new products is theoretically approached. Seven research hypotheses are proposed to be tested with an international database from the high performance manufacturing project. Empirical strategy includes structural equation modeling.

The authors observed that TR does not produce a direct effect on quality performance of NPD, but does so mediated through the involvement of SC members in the early stages of NPD. This paper highlights that, without involvement of external and internal supply chain actors, it is not possible to obtain desired performance of new products.

This study advances the study of TR on quality performance of NPD by considering TR as a tool for in-group work involving different and distant actors in the process of NPD. The analysis considers different dimensions of quality performance of NPD, distinguishing between time to market, technical issues and cost of manufacturing, which have usually been considered in an aggregated way. Empirical evidence using an ample database including manufacturing companies from fourteen countries

The ever changing needs of customers require companies to speed up the new product development process. Thus, the web and social media enable companies to interact and to share knowledge with customers, and to cocreate new products with them. The purpose of this study is to analyze the innovation outputs companies can achieve by involving customers at the “fuzzy front end” of the new product development (NPD) process.

A case study method has been adopted because the phenomenon under investigation is new, it is hard to find similar researches, and the study attempts to increase researchers’ understanding of such phenomenon. The case study method has enabled the exploration of the strategies used and the results achieved by an international food company, which has involved ordinary customers at early stages of its NPD process, namely at the idea generation and screening stages.

The case study shows that customers freely provide valuable, original, new, and feasible ideas that can foster product and service innovation, and may also trigger process innovation. Thus, the case study shows how the company has outsourced to customers the idea generation and screening stages of the NPD. The case illustrates how the food company has used the ideas gathered from customers to develop new products and new services. Increasingly, it shows also how the company has gathered strategic information about consumers’ needs and desires (marketing intelligence). Finally, this research discusses the importance of knowledge codification facilitators and of informal, peer‐to‐peer, and transparent communication as enablers of consumers’ ideas sharing.

The single case study approach may prevent the generalization of results.

In marketing and innovation research, there is a dearth of studies on how companies are involving customers through the web at early stages of their NPD process. In addition, there is a lack of in‐depth discussion about the innovation outputs generated through cocreation activities.