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The purpose of this paper is to investigate whether, when and how customer orientation may contribute to success in introduction of new products (SINP).

With a multi-phase and multi-source data collection approach, this study tested the proposed theoretical model by applying multiple regression with SPSS Process Macro.

Customer orientation positively influences cross-functional integration (CFI), which in turn facilitates SINP; a firm’s new product introduction (NPI) strategy moderates customer orientation–CFI link.

This study empirically tests whether, why and when customer orientation may contribute to SINP. By suggesting the important role of customer orientation in improving SINP, the mediating effect of CFI and the moderating effect of NPI strategy, the current study should enrich the extant literature on customer orientation, CFI and NPI.

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs) at Tata Motors, an Indian automotive giant.

This study utilizes an in-depth multi-level case study highlighting the ambidexterity dynamics across strategic, business unit and functional levels.

The authors visualize the NPI system found in the firm, including the interactions between structure, process and governance, as a metaroutine. Based on this visualization, the authors argue that certain ostensive (like voice of customer, commonality) and performative (role of leadership and creative recombination) aspects of the metaroutine aid exploratory and exploitative learning across levels at Tata Motors. Further, the authors argue that the role of embedded NPI metaroutine aspects in promoting multi-level ambidexterity offers a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity.

This study focuses on the aspects of the NPI metaroutine that enable ambidexterity within the studied firm. The authors argue that apart from the structural, temporal and contextual mechanisms, managers also need to focus on the nuances of NPI metaroutines and their potential to promote ambidexterity across levels.

The authors visualize the interactions between the process, structure and governance mechanisms, related to NPI, as a metaroutine. The authors argue that metaroutine enabled approaches to ambidexterity offer a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity. Also, metaroutine enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations.

This paper furthers research into the potential contribution of pollutant databases for corporate accountability. We evaluate the quality of corporate and government mercury reporting via the Australian National Pollutant Inventory (NPI), which underpins Australia's reporting under the Minamata Convention, a global agreement to reduce mercury pollution.

The qualitative characteristics of accounting information are used as a theoretical frame to analyse ten interviews with thirteen interviewees as well as 54 submissions to the 2018 governmental enquiry into the NPI.

While Australian mercury accounting using the NPI is likely sufficient to meet the expected Minamata reporting requirements (especially in comparison to developing countries), we find significant limitations in relation to comparability, accuracy, timeliness and completeness. These limitations primarily relate to government (as opposed to industry) deficiencies, caused by insufficient funding. The findings suggest that multiple factors are required to realise the potential of pollutant databases for corporate accountability, including appropriate rules, ideological commitment and resourcing

The provision of additional funding would enable the NPI to be considerably improved (for mercury as well as other pollutants), particularly in relation to the measurement and reporting of emissions from diffuse sources.

Whilst there have been prior reviews of the NPI, none have focused on mercury, whilst conversely prior studies which have discussed mercury information have not focused on the NPI. In addition, no prior NPI studies have utilised interviews nor have engaged directly with NPI regulators. There has been little prior engagement with pollutant databases in social and environmental accounting (SEA) research.

This paper aims to detail how a Sales and Operations Planning (S&OP) process can be designed to support the planning requirements of recently introduced products.

Design science research was conducted to propose and implement an S&OP model for demand fulfillment after the introduction of new products. The results were analyzed using the CIMO (Context, Intervention, Mechanisms and Outcomes) logic, and two sets of design propositions were formulated.

An S&OP process for new products can reduce additional costs for market fulfillment by concentrating the planning efforts on new products, aligning organizational efforts, and increasing the sales and supply chain information’s update frequency.

The outcomes of S&OP new products were analyzed in a single organization and are limited to the contextual factors presented.

This paper describes in detail how to organize an S&OP focused on new products. By considering the contextual factors and design propositions, managers can potentially increase the success of new products introduction (NPI) in their context.

A specific S&OP process focused on new products is a viable solution and could co-exist with a traditional S&OP process. Moreover, we identified six contextual factors that influence the outcomes of the S&OP new products.

The purpose of the study is to study the relation between new product development (NPD) innovation and NPD best practices in an organization with respect to NPD performance in the backdrop of Indian manufacturing industry.

Performance indices are developed based on NPD innovation and NPD best practices in an organization. Based on the developed performance indices, a cluster typology or classification of surveyed organizations is conducted. Different hypotheses are generated and tested to chet1ck the relation between NPD best practices and NPD innovation in an organization with respect to NPD performance in the Indian manufacturing industry.

The following results were obtained: there is a positive effect on NPD performance for those organizations that strongly implement NPD best practices; the stronger the NPD innovation, the higher the NPD performance; and stronger organizations' ability for NPD innovation has positive relationship with NPD best practices. Hence, it is proven that, “the stronger the NPD innovation in an organization, with defined NPD best practices, the better the NPD performance”.

According to the author’s knowledge, no study is reported in literature which addresses the effect of NPD best practices and NPD innovation in an organization with respect to performance in the Indian manufacturing industry.

This study examines the effects of narcissism and bonus-based incentive plans on managerial decision-making performance. Using an experiment, the authors first examine decision choices under two levels of an incentive threshold (high and low). Narcissism is measured using the Narcissistic Personality Inventory (NPI). Typically, the NPI is used as a single monolithic construct in analyses; however, in this study, the authors subdivide it in two ways to gain more nuanced information about its impact on decision making. First, the authors split the NPI into three levels – high, medium, and low (Hascalovitz & Obhi, 2015), and then decompose it into its adaptive and maladaptive components (Campbell, Hoffman, Campbell, & Marchisio, 2011) to examine how these subdivisions affect performance. Results show that the different levels of incentive thresholds affect performance among narcissistic individuals. Results indicate that individuals higher in narcissism and higher in levels of adaptive and maladaptive narcissism outperform their low-trait counterparts in a lower-threshold environment, but not in a high threshold environment.

This paper describes the development of a knowledge management framework for the “new product introduction process” of Motorola. Motorola operates in a very dynamic business with short product cycles, and has a clear need, therefore, to leverage the knowledge available worldwide. After developing a theoretical framework that reflected Motorola’s business processes, a large‐scale survey among workers at different locations in the world was conducted. The survey results were used for the design of a knowledge management framework, which supports sharing of various types of knowledge on different business levels.

The purpose of this paper is twofold: first, to examine the level of narcissism and its individual traits in students who study business, in the particular context of a regional country such as Greece; and, second, to test how several demographic variables are related to narcissism levels.

The study consists of a theoretical part on narcissism in business education and an empirical part that was based on a survey conducted with the use of a questionnaire. The analysis includes hypothesis testing and basic statistical tests.

Findings suggest that sex, study levels, years of business experience and (personal/family) income do impact specific narcissistic dimensions, which may be a cause for concern both for employers and higher education providers.

The study was conducted in a regional country, the participants were students of public higher education institutions only and the questionnaire was self-reported, which could lead to likely social desirability effects.

The investigation of narcissism in the Greek business education might be of interest to business education providers (for providing curriculum that help future managers/leaders to deploy the positive characteristics of narcissism and avoid or not to develop the negative ones) and to future employers to apply more effective human resource practices, i.e. selection, training, rewarding.

The study at hand aimed to investigate the presence of narcissism and its individual (narcissistic) behavioral dimensions in students studying business in Greece.

This study examines the conditions when “managerial perception of the contribution of social media” (SMC) enhances and inhibits entrepreneurially oriented small and medium-size enterprises' (SMEs') ability for new product introductions (NPI) to the market. We also propose that while firm proactiveness enhances the rate of NPI, managers' risk-taking attitude hurts the process even when managerial perceptions of social media use are high.

This study uses the survey data collected from 322 SMEs in the US to examine the theoretical model. By adopting the partial least square (PLS-SEM) technique, the direct and moderating effects among the SMC, proactive behavior and risk-taking attitude on NPI are explored under dynamic and stable market conditions.

Empirical findings show that although SMC has a significant positive influence on the rate of NPI in case of SMEs', if the managers are risk-takers themselves, then social media use can distract them, make them overly adventurous trying to introduce too many products and hurt SMEs' innovation efforts with less NPI. We show that SMEs' entrepreneurial orientation (EO) has a differential impact on SMC-NPI relationship, especially in dynamic market conditions.

The findings provide practical evidence that SMEs get benefitted when their managers perceive that the contributions from social media are positive for their firm. Contrary to the prior understanding of high risk and high return, managers' risk-taking attitude hurts SMEs innovation efforts. SMEs being resource-constrained, it is practically vital for them to be taking less risk while developing new products.

This research synthesizes the insights of the new and emerging “Strategy-as-practice view” and “Behavioral theory of the firm” to empirically examine how managerial perceptions on social media use shape firms' key strategic activity, NPI. This research also highlights the dark side of firm characteristics, such as managerial risk-taking attitude for SMEs.