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The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial short-termism. For this purpose, the authors present a model of the influence of institutional, cultural and individual temporal factors on managerial long-term orientation (LTO).

This conceptual paper is based on a multidisciplinary review of the literature on the causes of managerial LTO.

It is proposed that managerial LTO is influenced by cultural and institutional factors on both a societal and an organizational level, as well as by managers’ individual temporal predispositions and the strengths of relational commitments with different stakeholder groups. It is further expected that managerial LTO has an influence on sustainability-related managerial behavior.

As the presented model reveals the main factors that orient managers toward the long run in their decisions, it can also be used as a framework to evaluate policies to curb managerial myopia on both an organizational and a societal level.

As sustainability is intrinsically linked with the ability to think and act in the long term, understanding the factors that influence managerial LTO can also contribute to building more sustainable organizations.

One of the main contributions of this paper is that it highlights the link between reciprocal relationships and LTO, an aspect that has not yet been the focus of the literature on the temporal orientation of managers.

The purpose of this paper is to investigate the influential factors of the antecedents of relationship quality (RQ), RQ, and long-term relationship orientation between the members that constitute the insurance marketing channel.

This study uses in-depth interviews as well as a survey to examine long-term relationship orientation between life insurers and insurance intermediaries in Taiwan.

Results indicate that antecedents of RQ (customer orientation, expertise, similarity, and contact intensity) have a positive effect on RQ. Relationship qualities (trust, satisfaction, and commitment) have a positive effect on the long-term relationship orientation. The antecedents of RQ have a positive effect on the interaction of long-term relationship orientation through mediating effects of RQ.

It fills a gap in the literature by explores the long-term cooperative relationship between life insurers and insurance intermediaries based on the RQ perspective. Further, previous studies have focused on the automobile, food, electronic information, textile, and financial industries. Few studies have looked at insurance marketing outsourcing from a RQ perspective. Thus, this study will be useful to decision makers in the insurance industry seeking to improve their supplier-distributor relationships.

This paper aims to compare the future orientation (FO) society practices dimension of the Globe model with Hofstede's long-term orientation (LTO) by testing their causal effects on three firm-level variables: cash holdings, long-term investments and acquisitions. In doing so, this research challenges the already taken-for-granted assumption in the empirical research that the two dimensions are equivalent.

Hierarchical linear modeling (HLM) was used to test the hypotheses on 7,065 firms across 49 countries between 2000 and 2017.

The findings show that the causal impacts of FO society practices and LTO on a given construct are not consistent. Although LTO increases cash holdings, the impact of FO society practices on this variable is insignificant. Additionally, unlike FO society practices, which significantly increases long-term investments and acquisitions, LTO does not influence long-term investments and decreases acquisitions.

This study is valuable since it addresses the confusion surrounding the similarities and differences between FO society practices and LTO. Despite the dissimilarity also emphasized by Globe, Hofstede claims that they are equivalent, and the great majority of the empirical literature has assumed them to be equivalent in their analyses. Addressing this confusion, this research provides further empirical evidence that these two dimensions are dissimilar. The additional important contribution of the study is theorizing and examining the impact of FO society practices and LTO on the firm-level outcomes that reflect their temporal orientation (i.e. long-term investments and acquisitions), which is surprisingly neglected in the literature.

Personal finance influences everything we buy and is a key driver of all economies. It has attracted significant research attention, mostly grounded in rational economics. However, it has not received adequate research attention in the consumer behavior literature. This study aims to address this gap by looking at some of the consumer-centric antecedents of short- and long-term personal financial planning, i.e. self-other orientation, cognitive style and time orientation.

A self-administered survey was used to collect data from full time employees. Hypotheses were tested using multiple regression analyses.

Both short- and long-term financial planning are positively associated with non-impulsive and analytical decision-making styles; whereas self and other orientation are only associated with short-term financial planning. Intuitive decision-making is not associated to either short- or long-term financial planning.

While analytical and long-term orientation are still important for personal finance, in the short run, consumers are also driven by self and other orientation.

The results are relevant for both products and services that have long-term and short-term financial implications for consumers.

This study explores financial planning decision-making from a consumer behavior perspective, and addresses a gap in consumer behavior literature.

The purpose of this paper is to critically examine, theoretically and empirically, the two time orientation dimensions – long‐term orientation (LTO) and future orientation (FO) – in the national culture models of Hofstede and GLOBE, respectively.

Following Kluckhohn and Strodtbeck's past‐present‐future theoretical lens, the Hofstede LTO and GLOBE FO measures are analysed to understand the conceptual domain covered by these two dimensions. Next, the authors empirically examine the relationship of Hofstede LTO and GLOBE FO with secondary data from Hofstede, GLOBE, and the World Values Survey.

This paper shows that Hofstede LTO and GLOBE FO dimensions capture different aspects of time orientation of societies. In particular, Hofstede LTO focuses on past (tradition) versus future (thrift) aspect of societies, GLOBE FO practices capture the present versus future (planning) practices of societies, and GLOBE FO values reflect societal aspirations and preferences for planning.

A specific implication of these findings is that the three dimensions of time orientation are not interchangeable since they represent different characteristics of societies. A wider implication for researchers is to ensure high level of precision in and congruence among construct labels, definitions and measures to avoid confusion and misapplication of cross‐cultural concepts.

In an increasingly globalized world, a clear understanding of societal time orientation will help managers deal more effectively with their counterparts in other countries.

The key contribution of this paper is in identifying and clarifying, both theoretically and empirically, the anomalies in the labels, definitions and measurement of Hofstede long‐term orientation and GLOBE future orientation national culture dimensions. It also shows a useful way forward for researchers on how to use these national culture dimensions to explain other phenomena of interest to cross‐cultural scholars.

Because of relatively short product life cycles, radical product innovation has more significant influences on firms' competitive advantages in dynamic environments. Past studies identified various cultural characteristics of a firm, which are key drivers of developing radical product innovation on an ongoing basis. However, few studies have investigated the interaction between organizational culture and external market feedback in developing radical product innovation.

To address the identified research gaps, this empirical research began by presenting conceptual foundations that lead to the hypothesized model and then analyzed survey data from 201 original equipment manufacturer suppliers in search of evidence supporting the hypotheses.

The results suggested that a supplier's entrepreneurial orientation and long-term orientation significantly and positively affected proactive market orientation, with proactive market orientation significantly and positively correlated with radical product innovation. The study confirmed that a proactive market orientation is essential in order for entrepreneurial orientation and long-term orientation to affect radical product innovation. Additionally, this study found that supplier–customer electronic integration has a moderating effect on proactive market orientation and radical product innovation.

Radical product innovation is a topic of great interest for both academia and industry, yet a comprehensive conceptual framework for its antecedents is still lacking. To fill this theoretical gap, the present study extended the studies on radical product innovation and examined the relationship between different strategic orientation types in terms of supplier–customer strategic behaviors to determine how suppliers enhance radical product innovation.

The purpose of this paper is to investigate the effect of heuristic biases, namely, availability bias and representativeness bias on investors’ investment decisions in the Pakistan stock exchange, as well as the moderating role of long-term orientation.

Using a structured questionnaire, a total of 374 responses have been collected from individual investors trading in PSX. The relationship was tested by applying the partial least square structural equation model using SmartPLS 3.2.2. Further, Henseler and Chin’s (2010) product indicator approach for moderation analysis was applied to the data set.

The results revealed that availability bias and representativeness bias have a significant and positive influence on the investment decisions of investors. Furthermore, a significant moderating effect of long term orientation on the effect of representativeness bias on investment decision is observed. This suggests that investors’ long term orientation weaken the effect of representativeness bias on investment decision. However, no significant moderating effect was observed for availability bias.

The paper provides novel insights on the role of heuristic-driven biases on the investment decisions of individual investors in the stock market. Particularly, it enhanced the understanding of behavioral aspects of investment decision-making in an emerging market.

While metrics are becoming increasingly important for marketing’s relevance, there is also a need to understand how they, as enablers of learning, affect marketing’s adaptive capabilities that ensure its long-term success. Therefore, this study aims to test the association of marketing and financial metrics use and the metric-based orientations of training and compensation, with two key marketing routines – exploitation, i.e. the perfecting of existing activities while allowing for incremental adaptations and exploration or experimentation accompanied by radical adaptation.

The study gathers data from 205 managers and uses partial least squares structural equation modeling to test the hypothesized relationships.

Marketing metrics encourage both forms of marketing adaptation. Financial metrics use discourages exploration. Market orientation and long-term orientation strengthen (weaken) the positive (negative) relationship between marketing (financial) metrics use and marketing exploration. Metric-based training is more positively associated with both adaptive capabilities than a metric-based compensation orientation, albeit weakly.

The study’s central proposition – that different metrics or metric orientations are associated with distinct types of knowledge, interpretations, mindsets, motivations and cultural contexts – provides a deeper theoretical understanding of the pathways by which a metric emphasis affects marketing adaptation.

Marketing managers should emphasize marketing metrics and training more than compensation, to promote marketing exploitation/exploration, while exercising caution in overstressing financial metrics given their negative association with exploration. This latter negative relationship can be weakened (as can the positive one between marketing metrics and exploration be strengthened) with increased market orientation and long-term orientation.

This study addresses the research gap regarding the relationship between metrics as a configurational element of marketing organization and marketing adaptation.

The purpose of this research is to empirically develop a service‐driven market orientation construct and test its relationships with service quality.

The researcher employs Critical Incident Technique to generate items for the survey instrument. Then, the quantitative‐based descriptive research uses structured questionnaires to capture the perceptions of 558 university students from Malaysia which are used to understand the nature of the customer‐perceived market orientation and its relationship with service quality.

The results show that the service‐driven market orientation (SERVMO) that consists of six components (customer orientation, competitor orientation, interfunctional orientation, performance orientation, long‐term orientation, and employee orientation) has a significantly strong and positive relationship with service quality.

The SERVMO scale is developed using data from the higher education sector and is yet to be validated in other industries.

The proposed strategic construct and current findings on its relationships with service quality provide practical insights for service managers to monitor their service orientation and enhance service quality.

The newly developed SERVMO scale is originally derived from the customer perception data in the Malaysian higher education sector.

Joint ventures (JVs) are known to create value for their parent firms, in part due to the mutually beneficial sharing of information that occurs at the JV level. Market orientation (MO) is a well-documented strategic orientation that has received little attention in the JV literature, despite considerable research suggesting that MO has a positive effect on performance. This study posits that the MO skills contributed to a new JV by parent firms are likely to play a central role in a shareholder's assessment of the potential for success of a newly announced JV, thereby triggering changes in market value for parent firms.

Computer-Assisted-Text-Analysis (CATA) is used to calculate MO heterogeneity from annual reports, and event-study methodology is used to assess parent firm performance. The authors rely on a US sample of 82 public JV parents involved in 41 new equally-weighted JV formation announcements.

The authors find that heterogeneity on MO's behavioral components (customer orientation, competitor orientation, and coordination) is negatively related to parent performance, while heterogeneity on MO's profitability component is positively related to parent performance. However, the effect of MO's long-term focus heterogeneity on parent performance was not supported.

The results suggest that the benefits of information sharing in partnerships may be of a nuanced nature when it comes to MO. Although heterogeneity in profitability inclination created value for parent firms announcing a new JV; heterogeneity in customer, competitor and coordination market orientations did not appear to be rewarded by shareholders.