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Reports the results of an exploratory study of the effects of time pressure on consumer supermarket shopping behaviour. Unique to the study are the use of measures of both actual and relative shopping time and purchase amount, and measures of self‐reported perceived time pressure. Measures of relative shopping time and purchase amount potentially provide more accurate methods for measuring time pressure effects in certain shopping situations while the use of self‐reported time pressure makes the results applicable to a wider variety of consumers. Results indicate that time‐pressured shoppers do not necessarily spend any more or less time or money in supermarkets. Instead, supermarket shoppers tend to spend less time making any given purchase and more money in the time available to them. Provides several suggestions for improving future research of time pressure effects as well as several possible retail strategies for dealing with the time‐harried consumer.

Purpose – The purpose of this chapter is to explore the question of whether there is an optimal level of time pressure in groups.

Design/approach – We argue that distinguishing performance from productivity is a necessary step toward the eventual goal of being able to determine optimal deadlines and ideal durations of meetings. We review evidence of time pressure's differential effects on performance and productivity.

Findings – Based on our survey of the literature, we find that time pressure generally impairs performance because it places constraints on the capacity for thought and action that limit exploration and increase reliance on well-learned or heuristic strategies. Thus, time pressure increases speed at the expense of quality. However, performance is different from productivity. Giving people more time is not always better for productivity because time spent on a task yields decreasing marginal returns to performance.

Originality/value of chapter – The evidence reviewed here suggests that setting deadlines wisely can help maximize productivity.

A growing body of research has identified time pressure as a key driver of cybersecurity (CS) risks and vulnerabilities. To strengthen CS, organizations use CS documents (e.g. best practices, guidelines and policies) intended to strengthen CS. The purpose of this paper is to provide an overview of how specifically time pressure is addressed by CS documents.

The authors conducted a systematic search for CS documents followed by a content analysis of the identified documents. First, the authors carried out a systematic Web search and identified 92 formal and informal CS documents (e.g. security policies, procedures, guidelines, manuals and best practices). Second, they systematically analyzed the resulting documents (n = 92), using a structured approach of data familiarization and low-/high-level coding for the identification and interpretation of themes. Based on this analysis, the authors formulated a conceptual framework that captures the sources and effects of time pressure along the themes of industry, operations and users.

The authors developed a conceptual framework that outlines the role of time pressure for the CS industry, threats and operations. This provides a shared frame of reference for researchers and practitioners to understand the antecedents and consequences of time pressure in the organizational CS context.

While the analyzed documents acknowledge time pressure as an important factor for CS, the documents provide limited information on how to respond to these concerns. Future research could, hence, consult with CS experts and policymakers to inform the development of effective guidelines and policies on how to address time pressure in the identified areas. A dedicated analysis within each area will allow to investigate the corresponding aspects of time pressure in-depth along with a consideration for targeted guidelines and policies. Last, note that a differentiation between CS document types (e.g. formal vs informal and global vs regional) was beyond the scope of this paper and may be investigated by future work.

This study makes three main contributions to the CS literature. First, this study broadens the understanding of the role of time pressure in CS to consider the organizational perspective along the themes of industry, threats and operations. Second, this study provides the first comprehensive assessment of how organizations address time pressure through CS documents, and how this compares to existing research in academic literature. Third, by developing a conceptual framework, this study provides a shared frame of reference for researchers and practitioners to further develop CS documents that consider time pressure’s role in secure behavior.

This study aims to explore the dual-path effects of challenge (CTP) and hindrance time pressure (HTP) on knowledge sharing, which provides theoretical reference for knowledge teams to carry out knowledge sharing smoothly.

This study collected two waves of data and surveyed 416 employees in China. Regression analysis, bootstrapping and structure equitation modeling was adopted to test the hypotheses.

CTP has a positive impact on employee knowledge sharing, while HTP has a negative impact on employee knowledge sharing. Self-efficacy plays a mediating role between CTP and knowledge sharing, and emotional exhaustion plays a mediating role between HTP and knowledge sharing. The perceived organizational support can moderate the relationship between CTP and self-efficacy and between HTP and emotional exhaustion.

This study explains the reasons for the academic controversy about the effect of time pressure, enhances the scholars’ attention and understanding of the dual-path mechanism between time pressure and knowledge sharing and augments the theoretical research of time pressure and knowledge sharing.

The purpose of this paper is to begin to explore the phenomenon of time pressure in supply chain relationships.

Using grounded theory methodology, qualitative data were accumulated from experienced supply chain managers. Depth interviews were utilized in order to gain a deeper understanding of time pressure in supply chain relationships.

Analysis of the qualitative data suggests that time pressure can exist in a supply chain relationship and potentially impact the relationship. This qualitative evidence implies that time pressure may create tension, reduce collaboration, or alter expectations in supply chain relationships.

This research provides a greater understanding of the potential effects of time pressure in relationships which provides insight into relational dynamics and characteristics. These initial qualitative findings can inform and prompt quantitative testing of the effects of time pressure in relationships. By demonstrating that time pressure can exist in supply chains and impact interfirm relationships, new streams of research can develop.

This research begins to provide managers with information about potential consequences of imposing time pressure on other supply chain members. Such information can be used to make more informed decisions about relationship management.

Interfirm relationships are the foundation of supply chain management and supply chains frequently focus on time‐based performance. However, the interfirm relationship literature does not address relationships in an environment with an intense pressure to focus on time. Although the detrimental effects of time pressure have been studied in other business contexts, research is lacking in the interfirm relationship literature. This research begins to address this gap in the literature.

Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.

The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.

The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.

The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.

Audit firms face a constant conflict between the business of auditing and the profession of auditing, which is manifested at audit senior level in the pressure to perform quality work within specified time limits. Prior quantitative studies have reported high levels of quality‐threatening behaviour (QTB) at senior level and the importance of examining contributory factors has been highlighted. Semi‐structured interviews were conducted with audit seniors in four of the (then) Big Five firms and findings suggest that key variables (time pressure, participative target setting, and style of performance evaluation) have been inadequately operationalised in previous studies and that two distinct forms of QTB exist: deliberate and inadvertent. Propositions are developed for variables associated with both forms of QTB, which provide direction and focus for future research.

To analyze the direct and combined effects of the communication media and time pressure in group work on the affective responses of team members while performing intellective tasks

A laboratory experiment was carried out with 124 subjects working in 31 groups. The task performed by the groups was an intellective one. A 2 × 3 factorial design with three media (face‐to‐face, video‐conference, and e‐mail) and time pressure (with and without time pressure) was used to determine the direct and combined effects of these two variables on group members' satisfaction with the process and with the results, and on members' commitment with the decision.

Results show a direct effect of communication media on satisfaction with the process, which confirms the prediction of the media‐task fit model, and a negative effect of time pressure on satisfaction with group results and commitment to those results. Most interestingly, the interaction effects for the three dependent variables are significant and show that the most deleterious effects of time pressure are produced in groups working face‐to‐face, while groups mediated by video‐conference improve their affective responses under time pressure.

Some limitations are the use of a student sample, so generalizability of the findings is limited, and the use of only one task type.

It can help one to know how to design work to improve satisfaction and implication of workers.

This paper shows some innovations as the combined effects of media and time pressure, controlling for the task type on group members' affective responses to their work and achievements.

In negotiation, pressures to reach an agreement are assumed to influence both the processes and the outcomes of the discussions. This paper metaanalytically combined different forms of time pressure to examine its effects on negotiator strategy and impasse rate. High time pressure was more likely to increase negotiator concessions and cooperation than low pressure as well as make agreements more likely. The effect on negotiator strategy, however, was stronger when the deadline was near or when negotiations were simple rather than complex. The effects were weaker when the opponent was inflexible and using a tough negotiation strategy. The effects on cooperative strategies were weaker when incentives for good performance were available than when they were not. Although time pressure in negotiation has significant effects, situational factors play a major role on its impact.

The purpose of this paper is twofold. First, this study applies social presence theory to explore the influences of public self-awareness on consumers’ choice inconsistency and post-choice satisfaction. Second, the authors investigate how time pressure moderates the effects of self-awareness on choice inconsistency and post-choice satisfaction so that online sellers can better align their marketing strategies.

This research consists of two studies. Study 1 conducted a 3 (self-awareness: public/private/control) × 2 (time pressure: high/none) experiment, and 311 online participants were recruited to explore the influence of public self-awareness and time pressure. Study 2 used a 3 (self-awareness: public/private/control) × 2 (time pressure: high/no) × 2 (self-consciousness: high/low) quasi-experiments, and the authors used 652 online participants to examine the effect of self-awareness, time pressure and public self-consciousness on choice inconsistency and post-choice satisfaction.

The results indicate that publicly self-aware consumers under high time pressure show greater inconsistency than those under no time pressure. Also, people with higher public self-consciousness exhibited higher choice inconsistency and post-choice satisfaction in public self-awareness situations than those in private self-awareness and control conditions.

To generalize the results, this study should be replicated using more heterogeneous populations in diverse regions and cultures, as well as other product categories.

This study explores the implications of evoking self-awareness during online consumption and the online purchase process by observing the moderating effect of self-consciousness and time pressure. The findings provide insights to marketing practitioners who seek to increase their companies’ competitive advantage and profits through effective online manipulations of consumers’ self-awareness.

Extant research does not address how time pressure affects the relationships among public self-awareness, choice inconsistency and post-choice satisfaction. In addition, prior research only focused on public self-awareness in customer consumption. This study bridges these gaps and has implications for e-commerce, consumer behavior and relationship marketing research fields.