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This paper aims to enrich knowledge management theory and practice by investigating how boundary spanners’ willingness to share their knowledge contributes to innovation success and by examining the contingent role of market turbulence.

Cross-sectional survey data were collected from 296 top income Hungarian firms. Structural equation modelling with bootstrap procedures was used to test the hypotheses.

Boundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance. It has a direct effect on both new product development innovativeness and performance, and it has a mediated effect on new product development performance, where new product development innovativeness serves as a mediator. The study’s results indicate that these effects are robust and not contingent on the turbulence of the firm’s marketplace.

This study’s respondents were managers in boundary-spanning positions charged with the task of linking the organisation with its external environment. Owing to their proximity to the external environment, their evaluation of market turbulence may be distorted.

Maintaining the willingness of managers in boundary-spanning positions to share what they know is essential to the continuous creation of superior new product development performance. Hence, firms should develop organisational cultures where employees’ knowledge-sharing willingness is presented as an important asset. While turbulent markets may be unpredictable and hostile, firms should not adjust their knowledge management practices.

Building on the research on knowledge sharing, boundary spanning theory and contingency theory, this paper increases the understanding of the salient factors that are often implicitly assumed in mechanisms involved in transforming knowledge into new product performance. This is the first empirical study to focus on boundary spanners’ knowledge behaviour and to consider the contingent role of market turbulence in knowledge management.

External environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive and rational decision-making styles as mediating roles between perceived environmental turbulences and management innovation, and explain how organizational slack play an critical moderating role.

SPSS 25 is used to test 120 established enterprises' top management team (TMT) samples in China, and the moderated mediation model is empirically tested by using hierarchical regression analysis and conditional process analysis.

Perceived environmental turbulences promotes management innovation. Organizational slack as contextual variable influences the relationship between technology turbulence and TMT's decision-making styles. Interestingly, only perceived technology turbulence indirectly affects management innovation through TMT's intuitive decision-making when moderated by organizational slack. However, the indirect effect from perceived market turbulence to management innovation through TMT's rational decision-making is not significant when moderated by organizational slack.

Based on management innovation's human agency perspective, TMT's decision-making styles have not been discussed in research on management innovation. This paper sheds light on TMT's decision-making styles as mediating role.

Customer relationship management (CRM) is instrumental to attain and sustain organizational competitive advantage. Innovation in terms of CRM adoption is the key to gain competitive advantage, and being innovative is dependent on how well organizations know about changing demands of customers and their changing ways to gain access to the market. There is hence a need to develop ongoing empirical insights from diverse management perspectives into the effect of CRM adoption on organizational performance. In this context, the purpose of this study is to develop empirical insights in relation to the moderation of technological turbulence in the banking sector.

Primary data were collected and analyzed from 277 CRM staff-members of the banking sector in Pakistan to test a conceptual model. Frequencies of demographics are calculated with correlation and regression analyses using SPSS. The correlation analysis was performed to identify the direction that exists between the dependent and independent variables, and the regression analysis was performed to study the strength/intensity of the independent variable over the dependent variable. Moderating regression analysis was performed to find the moderation effect of technological turbulence on CRM adoption and organizational performance.

The CRM adoption has a critical positive impact on organizational performance in the settings of business-to-customer (B2C) perspective in the banking sector. Moreover, the results uncover that improved client satisfaction through CRM adoption prompts better organizational performance in the B2C organization. The authors also have found that technological turbulence has a negative guiding impact on the association linking with CRM adoption, as well as organizational performance.

The conceptual model that is proposed in this study and supported by empirical insights offers researchers to develop future research studies on the moderating role of technological turbulence to analyze the influence of CRM adoption on organizational performance.

The empirical insights of this study are valuable for the professionals in the banking sector and other B2C organizations to enrich their organizational performance through CRM adoption while considering the moderating role of technological turbulence.

Based on an empirical study, in support of an original conceptual model, the insights of this paper contribute to the extant literature in the CRM, bank marketing and management, service management, B2C marketing and the emerging economy knowledge streams.

Environmental turbulence represents a double-edged sword, simultaneously fueling and hindering a firm’s entrepreneurial orientation (EO). Drawing on the theories of EO and network relationships, this study aims to develop and test a conceptual model that provides a nuanced account of the relationship between environmental turbulence and firm EO.

Data for this study were collected using a survey of high-technology firms in Hsinchu Science Park (HSP) in Taiwan. Questionnaires were mailed to 297 high-technology firms in the semiconductor, photoelectric and communication industries within HSP. Completed questionnaires were received from 94 firms, which included responses from 94 research and development managers and 462 employees.

The results reveal that the degree of environmental turbulence exhibits an inverted U-shaped relationship with a firm’s EO. Moreover, this relationship is positively moderated by network relationships between firms, but negatively moderated by organizational inertia.

The empirical and conceptual findings have important implications for understanding EO, because the findings explain causal relationships that transform a firm’s interactive and inner control capabilities into firm-level results.

This study aims to explore how to respond to market turbulence by big data analytics (BDA) capability and mass customization capability (MCC) from the perspective of organizational information processing theory (OIPT).

This study examines the research hypotheses using hierarchical regression analysis by collecting data from 277 Chinese firms.

The results reveal that supply chain agility (SCA) completely mediates the impacts of technical skills on product-oriented and service-oriented MCC and the impact of data-driven decision-making culture (DDC) on service-oriented MCC. SCA also partially mediates the impacts of managerial skills on two dimensions of MCC and the impact of DDC on product-oriented MCC. In addition, market turbulence strengthens the impact of managerial skills on SCA.

This study provides insightful contributions and implications for enhancing MCC to cope with market turbulence.

This paper aims to investigate how to improve new product performance in turbulent circumstances of emerging economies.

This paper used regression analysis to examine the performance impact of customer relationship management (CRM) and product development management (PDM) concentration strategy in new product development (NPD). A detailed contingent analysis of the market and institutional environments in emerging economies is also conducted based on a survey of 114 Chinese high-tech manufacturers.

The research findings show that PDM has a stronger positive effect on new product performance than CRM in emerging economies and that the contingent effects of the market and institutional environment vary. More specifically, technological turbulence and enforcement inefficiency can positively moderate the relationship between CRM and new product performance, whereas the moderating effect of market turbulence on CRM is negative. Meanwhile, enforcement inefficiency negatively moderates the effect of PDM on new product performance, while the moderating effect of market turbulence on PDM is positive.

This paper is limited to a survey of high-tech manufacturing enterprises in China. Further research should continues to explore and document the strategic issue about NPD in emerging economies by longitudinal study.

This paper contributed to theoretical and practical initiatives on the strategic issue of NPD and provided firms a further understanding of how to select the right NPD strategy in emerging economies to improve new product performance.

The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative performance. In addition, the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance are examined.

The authors used empirical data derived from a survey of 5,000 firms worldwide in fast‐paced R&D intensive sectors. Respondents were typically chief technology officers or senior R&D managers. Fisher test and moderated regression analysis were applied on 715 usable questionnaires.

Evidence is found that OPM has a positive effect on innovative performance; and intervenes in the relationship between both strategies and innovative performance. The results also show some moderating effects of turbulence.

Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM. Thus, OPM appears to be a good vehicle to translate strategies into concrete results. Project management can no longer be viewed as just a tool. Instead, OPM should be viewed as a decentralized, distributed function that is not innovative as such, but which supports innovation.

To date, the research has not explored OPM as an alternative whereby firms can integrate marketing and technology strategies to drive innovative performance, even if the firm's ability to generate a stream of innovations has become increasingly important. Therefore, probing the OPM links become an interesting search.

While previous research has demonstrated the positive effects of digital business strategies on operational efficiency, financial performance and value creation, little is known about how such strategies influence innovation performance. To address the gap, this paper aims to investigate the impact of a firm’s digital business strategy on its innovation performance.

Drawing on the dynamic capability view, this study examines the mechanism through which a digital business strategy affects innovation performance. Data were collected from 215 firms in China and analyzed using multiple regression and structural equation modeling.

The empirical analysis reveals that a firm’s digital business strategy has positive impacts on both product and process innovation performance. These impacts are partially mediated by knowledge-based dynamic capability. Additionally, a firm’s digital business strategy interacts positively with its entrepreneurial orientation in facilitating knowledge-based dynamic capability. Moreover, market turbulence enhances the strength of this interaction effect. Therefore, entrepreneurial-oriented firms operating in turbulent markets can benefit more from digital business strategies to enhance their knowledge-based dynamic capabilities and consequently improve their innovation performance.

This study contributes to the understanding of how a firm’s digital business strategy interacts with entrepreneurial orientation in turbulent markets to shape knowledge-based dynamic capability, which in turn enhances the firm’s innovation performance.

The link between openness and innovative performance has been established as an inverted U-shape relationship, namely, the openness-performance connection is not always positive. The purpose of this paper is to introduce the concept of partner heterogeneity to characterize the influence of “quality” changes in partners on innovative performance, that is, the focus of this paper. Given that partner heterogeneity is crucial in explaining open innovative performance, it is also worth placing the examination of this key construct in emerging regions such as China.

The sample selection of this study covers a wide range of industries, but requires that the sample firms be manufacturing enterprises with an open innovation strategy. With opportunities and challenges associated with partner collaboration toward open innovation, the Chinese province of Zhejiang has established its reputation. Thus, empirical data were collected randomly from data pool of Zhejiang Province Economic and Information Commission, as well as a survey questionnaire. Data were using a cross-sectional survey methodology encompassing diverse organizations, industries, and nations.

Empirical testing of this assumption in a sample of 217 manufacturing firms indicates that partner heterogeneities, which are classified as organizational heterogeneity, industry heterogeneity, and national heterogeneity are all positively associated with innovative performance, but the strength of this association is influenced by environmental turbulence. Technological turbulence significantly and positively modulates the relationships of organizational and national heterogeneities with innovative performance. Market turbulence also plays a significant positive role on the relationship between national heterogeneity and innovative performance, while technological and market turbulence roles on the relationship between industry heterogeneity and innovative performance are not confirmed.

This paper refines the connotative dimensions of partner heterogeneity around the core concept of partner heterogeneity in open innovation in the context of emerging region, China. The study presents a systematic, in-depth analysis, and verifies the impact mechanisms of partner heterogeneity in open innovation on innovative performance by integrating the resource-based view, organizational learning theory, and transaction cost theory.

The entrepreneurial marketing orientation (EMO) has been studied primarily in developed countries. The past research has focused on entrepreneurial marketing dimensions and their relationship with selected small- and medium-sized firm (SME) activities, strategic orientations or performance. Scholars have not paid enough attention to the EMO determinants. This study aims to investigate whether the SMEs originating from different countries, including the post-transition market, differ in their entrepreneurial marketing approach and checks its external determinants connected with environmental turbulence.

A total of 219 Polish and 81 Finnish manufacturing SMEs, serving mainly business-to-business clients, were surveyed using the mixed-mode computer assisted telephone interview/computer assisted web interview method between 2020 and 2021. Structural equation modelling, multigroup confirmatory factor analysis analysis, analysis of variance and T-tests were applied.

The metric and partial scalar invariance of the EMO scale used in Finland and Poland was found. The authors showed that Finnish firms represent a more robust entrepreneurial posture in marketing than Polish ones. The export market turbulence and the perceived crisis influence are the environmental determinants of EMO level, while the industry technological development level is not.

The conducted analyses allowed to identify EMO determinants, verify the entrepreneurial marketing measurement concept in a new country (Finland) and show the differences in EMO between SMEs from a less and more developed country.

The existing literature lacks empirical data on the external EMO determinants and inter-country comparisons. This study shows the differences in EMO level of companies from different country backgrounds and points to the market turbulence as its determinant.