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This study aims to identify and examine the antecedents of attitude toward entrepreneurial behaviors (ATEB) of firms. Additionally, this study also identifies and examines the antecedents of innovativeness and proactiveness. Furthermore, this study explains how factors within and outside the organization affect ATEB, innovativeness and proactiveness.

This study uses the attention-based view (ABV) and examines the effects of long-term focus and industry clockspeed on attitude toward firms’ entrepreneurial behaviors (EB). This study measures ATEB by analyzing the top management team’s words in the earnings conference calls. It applies the two-stage least squares regression with fixed effects and instrumental variables to conduct the empirical analysis.

The results indicate that the direct effects of long-term focus and industry clockspeed on ATEB are not significant. However, the moderating effect of industry clockspeed on the relationship between long-term focus and EB is significant and positive. The results indicate that firms that are operating in fast clockspeed industries exhibiting long-term focus exhibit EB. Furthermore, the results also indicate that long-term focus and industry clockspeed collectively affect innovativeness and proactiveness.

This research helps firms to develop entrepreneurial behavior operating under various task environment conditions.

This study applies the ABV of the firm and contributes to the area of firm-level EB, while prior studies have not implemented this perspective in investigating firm-level EB. Past studies have not applied the ABV of the firm to study EB, innovativeness and proactiveness either independently or collectively.

The relevance of “industry clockspeed” to supply chain co‐ordination (SCC) has recently been stressed but hardly been researched. Taking an information‐processing perspective, the purpose of this paper is to examine the development of SCC theory under varying clockspeed circumstances.

This exploratory research project investigated four Dutch multinational firms operating in industries with different “clockspeeds”.

The main findings of this exploratory research suggest that, with increasing clockspeed, the use of inventory as a means of providing slack against uncertainty decreases, whereas the use of lateral relations increases. Remarkably, the role of outsourcing is substantial in both low‐ and high‐clockspeed settings, but limited in the intermediate group. Opposite to this, the role of vertical information systems is limited in low‐ and in high‐clockspeed industries, but substantial in medium‐clockspeed firms. These findings are consistent with the basic theory of organisational life‐cycle patterns.

More data should be collected and analysed in subsequent research, e.g. data relating to more companies, investigated over longer periods of time, paying attention to multiple dimensions such as company age and size. Organisational solutions that may deal with accelerating industry clockspeeds are platform‐based product development, time and form postponement, and modular production networks.

Supply chain managers should be wary of one‐size‐fits‐all solutions irrespective of current industry settings or company maturity stage.

Previous research argues that the shorter the life cycles of the products that firms sell, the more rapidly they have to invent not just new products, but new ways of organising as well. This study is a follow‐up to this work with a focus on the co‐ordination within a supply chain in response to varying levels of industry clockspeed, an issue hardly considered in earlier work.

The purpose of this research is to examine the effect of industry clockspeed on the relationship between supply chain management (SCM) practices, from both upstream and downstream sides of the supply chain, and SCM performance.

The study is based on a questionnaire sent to manufacturing companies in the Republic of Ireland. The relationships between the constructs are analysed through regression analysis.

The results suggest that the relationship between SCM practices and SCM performance is not monotonic across varying levels of industry clockspeed. Although mixed support was found for the hypothesized relationships, this research contributes considerably to the theoretical development of the contingency view in the SCM literature.

Managers should be aware that the rate of change in their industries can affect the way SCM practices across the supply chain impact on SCM performance.

The literature review has shown that empirical studies which address the relationship between SCM practices and SCM performance provide mixed results. One possible explanation lies in the contingency theory. This paper contributes to the theoretical development of the contingency view in the SCM literature by showing that industry clockspeed affects the way SCM practices impact on SCM performance.

The literature prescribing important determinants of innovation success is grouped into four main areas encompassing strategic leadership, competitive intelligence, management of technology, and specific characteristics of the company's innovation process. Further, industry clockspeed has been considered to be a possible moderator for these determinants of innovation success. While these major areas of study may indeed be important to enhance company innovation and competitiveness, the existing literature on each area is not being shared by researchers in the other areas. That has led until now to the study of models relatively narrow in scope and primarily focused on the particular research area. This study aims to test these constructs as a set of determinants of innovation success and the possible moderating effect of industry clockspeed.

A field test using a mailed questionnaire to collect a relatively large sample has been used to test the proposed model. To eliminate possible multicollinearity among the independent variables, a multivariate regression analysis was used.

The results provide clear evidence about the importance of industry clockspeed as a moderator of the relationships between strategic leadership, competitive intelligence, management of technology, and specific characteristics of the company's innovation process with company success in business innovation. Also, the company's change process as defined here is equally important to low and high clockspeed industries for successfully implementing business innovations.

Despite the relatively broad scope of the proposed model, other factors may also be important and should be included in future studies.

The items used for measuring the main constructs provide further and more specific insights into how managers should go about developing these areas within their organizations.

While the study is grounded in the literature of what until now have been four separate areas of knowledge, it proposed an integrated model for these areas important to business innovation, and empirically tested the model.

The purpose of this research is to examine the effect of internal lean practices on multiple operational performance dimensions, and assess the contingency perspective of these relationships with respect to industry clockspeed.

The study is based on empirical data gathered from 228 manufacturing companies in the Republic of Ireland. The relationships between the constructs are analyzed through regression analysis.

The results indicate that the relationships between internal lean practices and quality, delivery, flexibility and cost were found to be positive and significant. Further, industry clockspeed was found to moderate the relationship between internal lean practices and quality, delivery and flexibility, but not cost.

While internal lean practices can improve operational performance, managers should be aware that internal lean practices are not universally applicable, and the rate of change within an industry should be considered at the time of implementing lean principles.

Much of the lean literature tends to be biased towards its effectiveness. However, empirical evidence shows that not all lean implementation have led to positive results, which has been attributed to the general complexity in the relationship between internal lean practices and performance. We propose to investigate further this relationship by disaggregating operational performance into four of its dimensions, namely quality, delivery, flexibility and cost, and by investigating the possible contingency effect of industry clockspeed.

The purpose of this paper is to analyze the moderating impact of industry clockspeed (IC) on the relationship between Lean Manufacturing (LM) practices and operational performance. A model for evaluating the impact of LM is developed and the moderating effect of IC is taken into consideration as a fundamental variable that affects the causal relationship between LM practices and operational performance.

A structural equation model was proposed and investigated across two groups based on IC level (Group 1: low IC and Group 2: high IC). A structured survey questionnaire was used to collect empirical data from 600 companies listed by the Confederation of Zimbabwean Industries. A total of 214 usable questionnaires were obtained giving a response rate of 35.6 percent. The data were analyzed using Smart PLS 3 and SPSS version 25.

The results revealed that LM practices directly and positively affected operational performance and IC had a positive moderation effect on the relationship between LM practices and operational performance. The results indicated that the structural equation model remained invariant across the groups. This showed that IC had a moderating effect on the relationship between LM practices and operational performance for both low IC and high IC industries.

The study analyzed the moderating effect of IC in Zimbabwean industries. The study will provide further evidence to managers on the impact of LM practices on operational performance in developing countries.

The purpose of this investigation is to help establish: whether or not strong relationships between suppliers and customers improve performance; and if prescriptive frameworks on outsourcing radical innovations are dependent on industry clockspeed.

A survey of UK‐based manufacturers, followed by a statistical analysis.

Long‐term supplier links seem not to play a role in the development of radical innovations. Moreover, industry clockspeed has no significant bearing on the success or failure of any outsourcing strategy for radically new technologies.

Literature about outsourcing in the face of radical innovation can be more confidently applied to industries of all clockspeeds.

Prescriptions for fast clockspeed industries should be applied more broadly: all industries should maintain a high degree of vertical integration in the early days of a radical innovation.

Prior papers had explored whether or not a company should outsource radical innovations, but none had determined if this is equally true for slow industries and fast ones. Therein lies the original contribution of this paper.

To determine whether or not clockspeed is an important variable in outsourcing strategies throughout the development of radical innovations.

An internet‐based survey of manufacturing firms from all over the world.

An industry's clockspeed does not play a significant role in the success or failure of a particular outsourcing strategy for a radical innovation.

Conclusions from earlier research in this area are not necessarily industry‐specific.

Lessons learned via previous investigations about the computer industry need not be confined to that sector. Vertical integration may be a more robust outsourcing strategy when developing a radical innovation in industries of all clockspeeds.

Previous research efforts in this field focused on a single technology jump, but this approach may have overlooked a potentially important variable: industry clockspeed. Thus, this investigation explores whether clockspeed is an important factor.

The purpose of this paper is to help the financial institutions improve the predictability of business failure of supply chain finance (SCF) clients with the use of external big data set.

A prediction model for the business failure of SCF clients was built upon different theoretical perspectives. Logistic regression method was deployed to test the model.

The authors develop a model that illustrates several key determinants to predict the probability of business failure of SCF clients based on several theoretical perspectives. The results show that taxable sales revenue, frequency of making value added tax (VAT) payment, number of counterparty for VAT invoice issuance, frequency of VAT invoice issuance and firm age are negatively correlated with business failure of SCF clients while the VAT paid and industry clockspeed are positively correlated with their business failure.

This paper shows how financial institutions can effectively leverage the external information sources through “unconventional” predictor variables in order to reduce the credit risks associated with business failure of SCF clients.

This paper is one of the first to focus on the potential use of financial big data set from external sources to improve of predictability of financial institutions on the business failure of SCF clients. In addition, this paper is a pivotal study on the financial client risk assessment based on taxpaying behaviors, tax amount, firm and industry characteristics.

Some research in the area of make‐buy decisions for new technologies suggests that it is a good idea for a company to pursue a fairly rigorous “make” policy in the early days of a potentially disruptive innovation. Other studies prescribe exactly the opposite, promoting instead a “buy” strategy. Drawing from observations and lessons from the Prisoner's Dilemma, this paper seeks to bridge the gap between these perspectives by suggesting that both strategies are valid, but that they are most successfully applied in different market environments. The “make” prescription may be more suited to either extremely fast or extremely slow rates of technological change, while a “buy” strategy might be more appropriate in market sectors where technologies evolve at a medium pace. This paper highlights the importance of industry clockspeed and supplier relationships in make‐buy decisions for new technologies, and puts forward two new hypotheses that require empirical testing.