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This study aims to examine the effect of marketing agility of startup companies on their new product creativity and new product performance while examining the moderating role of technological turbulence.

Data were collected from 319 South Korean startups and empirically analyzed using structural equations modeling technique.

First, marketing agility is a potent catalyst that positively influences the novelty and meaningfulness of new products, thereby enhancing new product creativity. Second, marketing agility contributes significantly to new product performance across multiple dimensions, including market, financial, and customer performances. Third, this study underscores the pivotal role of new product creativity, with both novelty and meaningfulness proving to be key drivers of improved new product performance. Technological turbulence is revealed as a moderating force, amplifying the positive relationship between new product novelty and performance. However, while it substantiates some moderating effects, the study does not find significant support for the role of technological turbulence in moderating the relationships among new product meaningfulness, marketing agility, and new product performance.

To the best of our knowledge, this study is the first to analyze the effect of startups’ marketing agility on new product creativity and performance considering the moderating effect of technological turbulence, especially in the South Korean context. This study offers practical insights emphasizing the indispensability of marketing agility for startups operating in rapidly evolving markets. Additionally, it advocates a strategic emphasis on novelty in high-tech turbulence scenarios to bolster new product performance.

The objective of this article is to analyze the mediating role of innovation capability—both radical and incremental—between technological turbulence and digital innovation ecosystem performance, considering the impact of cross-organizational knowledge sabotage. Despite the enthusiasm surrounding digitization, the high failure rate (80%) of digital transformation projects has received limited attention. This alarming statistic indicates a potential rise in opportunistic behaviors within organizations. We hypothesize that employees seeking to reduce the risk of being displaced by digital technologies, may not only hide knowledge, as previously observed, but also engage in knowledge sabotage by disseminating inaccurate information during the co-creation of digital innovations within the digital innovation ecosystem.

The study employed structural equation modeling to examine moderated mediation using survey data collected from 148 firms, mainly from sectors of high to medium levels of digital intensity.

The most significant finding indicates that cross-organizational knowledge sabotage considerably reduces the only mediating effect, namely that of incremental innovation capability.

Our study presents a novel perspective by investigating the phenomenon of cross-organizational knowledge sabotage. Unlike prior research, which primarily identified the existence of knowledge hiding, our findings suggest that employees are not only willing to withhold information but also to disseminate inaccurate information to external partners. Consequently, our research extends the boundaries of the existing knowledge field by demonstrating that cross-organizational knowledge sabotage has repercussions that extend beyond intra-organizational impacts, as previously recognized. It also adversely affects the outcomes of collaborative work within the digital innovation ecosystem.

Digital product and service innovations (DPSI) has attracted widespread attention from both management scholars and practitioners. Previous studies have documented that information technology (IT) capability and digital orientation positively influence DPSI performance. However, the question of whether and how digitalization capability can facilitate DPSI performance remains unresolved. This paper fills these gaps by investigating the mediating role of improvisation capability and the moderating role of technological turbulence.

This study used two-wave data from 240 matched digital transformation department leaders and senior managers from Chinese firms and examined the hypotheses deploying hierarchical regression and bootstrapping.

Our analyses reveal positive, significant links between digitalization capability and improvisation capability and between improvisation capability and DPSI performance. The findings further show that the effect of digitalization capability on DPSI performance is partially mediated by improvisation capability and that technological turbulence strengthens the indirect relationship between digitalization capability and DPSI performance through improvisation capability.

Integrating resource-based view, this research provides evidence that the extent to which improvisation capability mediates the relationship between digitalization capability and DPSI performance depends on technological turbulence. It provides a new direction for digitalization capability and DPSI performance.

The relationship between cooperative R&D network embeddedness and firm innovation resilience is understudied. This paper seeks to answer the questions of whether and how embedding in cooperative R&D networks improve digital firms’ innovation resilience.

Based upon social capital theory, this paper proposes a conceptual model with several hypotheses. The empirical analysis is based on a sample of 2,908 observations from 2005 to 2022. We measure firm innovation resilience by drawing on economic resilience and use LSM tests to assess the effect of cooperative R&D network position on innovation resilience.

The results indicate that cooperative R&D network centrality has a positive impact on firm innovation resilience and that the structural holes of the cooperative R&D network have an inverted U-shaped relationship with firm innovation resilience. Moreover, technological turbulence negatively moderates the relationship between centrality and firm innovation resilience while also steepening the inverted U-shaped relationship between structural holes and firm innovation resilience. Market turbulence positively moderates the relationship between centrality and firm innovation resilience. However, the moderating effect of market turbulence on the inverted U-shaped relationship between structural holes and firm innovation resilience is not significant.

Innovators' knowledge needs, bounded rationality, interests, and even organizational environments change over time, thus prompting them to constantly seek new opportunities to exchange and integrate knowledge, meet new beneficial partners, maintain beneficial cooperation, or terminate unhelpful cooperation. The utility of the network structure has dynamic characteristics. Only by considering the dynamics of the network can research on the mechanism of network structure be more complete, accurate and convincing. Therefore, future research can pay more attention to the relationship between dynamic networks and firm innovation resilience.

Firms should actively embed themselves in the cooperative R&D network and occupy a beneficial network position. By joining the cooperative R&D network, firms can gain resource advantages and enhance their ability to resist external shocks and improve innovation resilience.

This research advances our understanding of the antecedents of firm innovation resilience through the lens of organizational cooperation and uncovers the boundary conditions under which network embeddedness influences innovation resilience, thereby further enriching the theoretical framework of innovation resilience.

Customer experience management (CXM) and Innovation are two important capabilities on which businesses compete today. However, research to date has not empirically investigated their potential symbiotic relationship. Specifically, does better CXM improve innovation; similarly, does better innovation improve CXM? As a starting point, our research focuses on the former: how does effective CXM correlate with innovation success?

Data was collected by querying marketing managers from 251 goods and services firms involved in CX design and implementation. Managers answered questions related to their innovation efforts, customer experience management initiatives, and innovation outcomes. Cluster analysis was used to identify a taxonomy of CXM approaches contingent upon environmental factors (market turbulence, competitive intensity, and technological turbulence).

Our research found that higher levels of CXM engagement result in greater innovation success – i.e. higher success rates, revenues, and profits from new products or services. In addition, we find that there are three distinct approaches to CXM: (1) Extensive CXM approach (43% of firms in our sample); (2) Moderate CXM approach (39%); and (3) Limited CXM approach (18%). Firms with an extensive CXM approach operate in intensely competitive environments that are characterized by very high technological turbulence. Firms that employ a limited CXM approach operate in environments with the lowest levels of competitive intensity and technological change. Market turbulence did not factor into the choice of CXM approach.

To our knowledge, our study is the first to provide empirical evidence that firms adopt different CXM approaches. Further, we identify factors external to the firm that are considered when selecting these CXM approaches; namely, market turbulence, competitive intensity, and technological turbulence. Finally, our findings related to CXM approaches and innovation success indicate that managers should make investments in CXM to help improve innovation.

This research aims to investigate the impact of servant leadership on knowledge management and its subsequent connection to cost-saving innovation. The study further explored these relationships by examining the mediating roles of innovation capabilities and technological volatility.

The research is applied in purpose and employs a descriptive-survey method for data collection. It follows a qualitative-quantitative approach, utilizing expert interviews in the qualitative phase. The sample consists of 35 managers and expert professors with knowledge management experience in universities and high-tech industries, selected through the snowball method. Data collected from Iranian organizations were analyzed using AMOS software.

The results revealed a positive correlation between servant leadership and knowledge management. Knowledge management demonstrated a significant positive relationship with cost-saving innovation. Additionally, technological volatility and innovation capabilities were identified as crucial factors influencing the connection between knowledge management and innovation, particularly in promoting frugality.

While this research provides a comprehensive model, it acknowledges specific limitations that warrant further investigation. The study predominantly focused on Iranian organizations, suggesting an opportunity to broaden its scope to include diverse organizational perspectives from various cultural and geographical contexts. Moreover, a promising avenue for future research involves exploring entrepreneurial orientation as a potential mediating variable. Given its significant impact on organizational dynamics, introducing entrepreneurial orientation could enhance our understanding of its effects on both knowledge management and the promotion of frugal innovation. This expansion may illuminate the intricate interplay between entrepreneurial orientation, knowledge processes and innovative practices, contributing to a more sophisticated discussion on effective organizational strategies.

Given the decisive role of knowledge-oriented leadership (KOL) in boosting organizational innovation capacities, the research intends to investigate the effect of KOL on ambidextrous innovation with the mediating effect of knowledge management capability (KMC). Furthermore, technological turbulence (TT) is regarded as a moderator in the relationship between KMC and ambidextrous innovation.

The data obtained from 122 Pakistani manufacturing firms were used to evaluate the proposed relationships using the partial least square structural equation modeling approach.

The empirical findings demonstrate that KOL positively affects both aspects of ambidextrous innovation, namely exploitative innovation (EII) and exploratory innovation (ERI), with a higher effect on EII. Additionally, knowledge management process capability (KMPC) partially mediates the association between KOL and both dimensions of ambidextrous innovation (EII and ERI). Similarly, knowledge management infrastructure capability (KMIC) mediates the link between KOL and ERI but does not mediate the relationship between KOL and EII. The impacts of the KMPC and KMIC on EII are also significantly moderated by TT, although the link between the two components of the KMC (KMPC and KMIC) and ERI is unaffected.

The research provides useful knowledge and a novel strategy for policymakers to foster KOL and invest in KMC to improve the capabilities of Pakistani manufacturing firms in terms of innovation.

The research has contributed significantly to the resources-based view and knowledge-based view (KBV) literature by examining the various mediation moderation mechanisms and offering greater insights into the relationship between KOL and firms, KMC, and ambidextrous innovations.

This study aims to examine the diametrically opposite effects of probabilistic (risk) and nonprobabilistic uncertainty (ambiguity) on accounting conservatism.

This study uses panel regression models with year and industry-fixed effects. It uses financial and market data from the communication and energy sectors of 24 countries, encompassing 1,946 firms and 5,838 firm-year observations.

The study reveals that conservatism is a rational response to risk. However, in the presence of higher ambiguity where uncertainty exceeds firm control and outcomes become unpredictable, management reduces conservative accounting practices. Robustness tests support the validity of these findings across different institutional frameworks, agency risks, sample selection and heterogeneity.

This study contributes to the existing literature by exploring the contrasting effects of risk and ambiguity on accounting conservatism. It enhances the understanding of how various institutional factors influence the asymmetric recognition of bad news compared to good news under conditions of uncertainty.

By understanding the role of accounting conservatism in responding to uncertainties, regulators can develop more informed and effective policies that align with the dynamic nature of business environments.

This research provides novel and original ideas suggesting that the change in accounting conservatism is contingent upon the firms’ ambiguity or risk.

Firms in the architectural, engineering, construction and operations (AECO) sector continue undertaking projects in a disruptive environment due to the coronavirus disease 2019 (COVID-19) pandemic. This study aims to explore environmental turbulence in the AECO project delivery space and suggest mechanisms for enhancing resilience against future pandemics.

The study adopts the quantitative approach by administering 110 survey questionnaires to participants comprising project managers, site engineers, quantity surveyors, contractors and subcontractors.

The study identifies 24 COVID-19 disruptions linked to environmental turbulence categorised as scheduling, performance and productivity, project budget, supply chain, resource allocation and technological and regulatory. The study suggested resilient mechanisms for surviving in future pandemics.

This study enhances the understanding of environmental turbulence from the perspective of COVID-19 disruptions in AECO project delivery, while the implementation of the resilient mechanisms improves capability of AECO firms against future pandemics.

Digital transformation (DT) is among the vital factors contributing to innovation ambidexterity, especially for advanced manufacturing firms (AMFs). However, the empirical studies on the relationship between DT and innovation ambidexterity in AMFs from the perspective of knowledge management are inadequate. Therefore, this study aims to systematically analyze the impact of DT on innovation ambidexterity and its mechanism of action.

This study selects 254 listed firms within the ten key areas of “Made in China 2025,” as they occupy a key position in China’s advanced manufacturing system. Based on the knowledge-based view (KBV) and contingency theory, it constructs a model of the influence mechanism of DT on innovation ambidexterity.

The results show that the DT of AMFs positively influence innovation ambidexterity. External pressure from environmental turbulence enhances the positive relationship between DT and innovation ambidexterity, demonstrating the “resilience effect,” external knowledge search (EKS) and broadening the knowledge base mediating roles between them, highlighting the “accumulation effect.”

By identifying this mediation mechanism of DT and innovation ambidexterity, this study provides new ideas for path research on the KBV. Moreover, this study explores the triggering effect of market environmental turbulence on the DT of firms. It reveals the boundary conditions of DT acting on innovation ambidexterity, expands the research perspective on organizational resilience and enriches the theory of power change.