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This paper examines the effect of market knowledge on market success of product innovativeness and the moderating role of absorptive capacity. We separated market knowledge into market diversity and market significance components and examined their effects on radical product innovation performance.

This paper adopted the secondary database study. Excluding cases with missing values of main variables, a total of 1,219 Taiwanese manufacturing firms from the Third Taiwan Technology Innovation Survey (TTIS3) database were used to test the hypotheses. A moderated hierarchical regression approach was utilized to analyze the data.

The results revealed that the relationship between market diversity and radical product innovation performance is a predominantly positive concave downward curve. In contrast, the relationship between market significance and radical product innovation performance is a predominantly negative concave downward curve. Furthermore, the results also indicated that absorptive capacity has different moderating effects on the relationships between market diversity/significance and radical product innovation performance. Absorptive capacity enhances the negative effect of market significance but suppresses the positive effect of market diversity on radical product innovation performance.

This paper is the first research which contributes to examining the relationship between market knowledge and radical product innovation sale performance.

The purpose of this paper is to present an experimental study which aims at assessing the potentially misleading effect of graphic elements on food packaging. The authors call these elements potentially misleading elements (PMEs) as they can give customers false expectations. They are either highlighted numerical information (30 per cent fibre, 8 per cent fat, 100 per cent natural […]) or pictorial information with no relation to the product (e.g. images of happy people).

In a combined decision task monitored by eye-tracking and a subsequence survey, the authors tested the impact of PMEs on common products. Combining different pairs of products, where one product had a PME, whereas the other did not, the authors could evaluate if preference correlated with the presence of a PME.

The authors found both types of PMEs to have analogous effects on participants’ preferences and correlate with participants’ visual attention. The authors also found evidence for a positive influence on a later explicit justification for the specific choice.

This study was conducted in a lab environment and solely related to health-related decisions. The authors still need to know if these findings are transferable to real in-store decisions and other needs such as high quality or low price. This calls for further research.

The topic is important for food companies, and it might become a priority in managing brand equity, combining consumer preferences, loyalty and communicative fairness.

Using eye-tracking and retrospective interviews brings new insights to consumer’s decision-making and how misleading potentially occurs.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This chapter explores the role of diversity in the emergence of circular business models by focusing on circular economy innovative born-global start-ups. Diversity refers to a wide range of characteristics that differentiate an individual or group. These include legally protected and/or demographic characteristics, such as age, as well as identity-shaping characteristics, such as cognitive traits and experience. Diversity in organizations has been mostly explored in terms of the former, i.e., culture, age or ethnicity as a key factor in organizational innovation and enhanced performance. This chapter offers a more holistic view on the role of diversity in relation to emerging circular business models. It shows how diversity of previous knowledge, experience, ethnicity and the shared ideation of the organization's founders can be used as compatible and complementary inputs, which can lead to the emergence of a global circular business model by using integration, coordination and fast scaling up. The analysis is on the level of firm micro-foundations. Using data from three circular born-global companies from a single country context, the study identifies different types of diversity as contributing to the emergence of these business model and their configuration. We conclude that circular born-global business models are nurtured by the shared ideation and values of the business model founders, while the design of the business model is enabled by the diversity of competences and capabilities stemming from the founders' knowledge, past experience and diaspora networks. Such a perspective suggests that managers need to adopt a holistic approach in employing diversity in business model configuration in relation to common drivers and ideation, and organizational purpose.

This study employs learning‐based theory to shed light on performance among newly internationalizing companies. Earlier studies have suggested that learning is an important goal for firms pursuing international diversification. Unlike previous studies which have focused their attention on one aspect of learning, this study examines three kinds of learning from internationalization: technological, market, and social. The impact of top management's prior international experience and cultural diversity on the three types of learning were also examined to understand their contingency effects. Consistent with social capital theory, external networks with suppliers and customers are a major contributor to a firm's international performance. Also, the findings for the influence of market learning on firm performance support the assumptions underlying the resource‐based view of the firm. However, mixed results were obtained for the relationship between technological learning and firm performance. Implications and directions for future research are discussed.

The purpose of this paper is to investigate why firms engaged in R&D investment and international diversification produce different results in innovation performance.

This study is based on a sample of 283 Taiwanese manufacturing firms in the information technology industry.

The findings showed that in the top management teams (TMTs) with greater tenure diversity there was a stronger relationship between R&D investment and innovation performance. In addition, the TMTs with greater educational diversity enhanced the relationship between international diversification and innovation performance.

This study stresses the vital role of TMT diversity in resource allocation and information processing during the process of innovation. The authors examined the critical role of TMT educational diversity in bringing a wider range of network resources and the role of TMT tenure diversity in the allocation of firm-specific resources. The TMT diversity causes firms to experience different innovation results during the innovation process.

Previous research has analyzed the consequence of network stability; however, little is known about how partner type diversity influence network stability in R&D network. Based on knowledge-based view and social network theory, the purpose of this paper is to unravel the internal mechanisms between partner type diversity and network stability through the mediating role of knowledge recombination in R&D network.

The authors collected an unbalanced panel patent data set from information communication technology industry for the period 1994–2016. Then, the authors tested the different dimensions of partner type variety and its relevance in the R&D network and the mediating role of knowledge recombination through adopting the multiple linear regression.

Results indicate an inverted U-shaped relationship between partner type diversity (variety and relevance) and network stability, whereas knowledge recombination partially mediate these relationships.

From the perspective of R&D networks, this paper explores that there are the under-researched phenomena the antecedent of network stability through nodal attributes (i.e. partner type variety and partner type relevance). Moreover, this paper empirically examined the mediating role of knowledge recombination in the partner type diversity–network stability relationships. The novel perspective allows focal firm to recognize importance of nodal attributes, which are critical to fully excavate the potential capabilities of cooperating partners in R&D network.

While strategic alliances is a concept increasingly discussed in the field of sustainable supply chain management (SSCM), an emerging and more crucial concept regarding alliances—namely, the alliance portfolio—is mostly ignored in the SSCM context. Mainly drawing on the categorisation–elaboration model (CEM), this research develops a three-layer model to explore the effects of three alliance portfolio diversity facets on the three triple-bottom-line SSCM performances through the mediation of sustainability collaboration.

The field data are collected from 321 Vietnamese manufacturers. Scale accuracy is assessed through the confirmatory factor analysis method. Hierarchical linear regressions are applied to test the proposed model and hypotheses.

Partner, governance, and functional alliance portfolio diversities have a U-shaped, inverted U-shaped, and positive linear effect, respectively, on sustainability collaboration. Sustainability collaboration is in turn found to enhance the SSCM performances in terms of economic, environmental, and social.

This research introduced a new theoretical lens, CEM, to the SSCM field. It also provided findings that can help firms to manage their alliance portfolios more dynamically in terms of the nature and diversity level of the portfolio and in a way that adds to the triple bottom line through the mediating effect of sustainability collaboration.