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Although scholars have paid considerable attention to the relationship between technological diversification and firm performance, research on this relationship has produced mixed findings. To reconcile these inconsistent findings, this study, thus, aims to revisit the performance effect of technological diversification by considering two organizational characteristics as crucial moderators, namely, firm size and financial slack.

To test the research hypotheses, the research sample covers manufacturing firms in the 2008 Standard & Poor (S&P) 500 index. Data regarding the characteristics and patent information of the sample firms were obtained from Compustat and the US Patent and Trademark Office. The hypotheses were tested by using hierarchical regression models.

In a sample of 168 S&P 500 manufacturing firms, this study finds that technological diversification has a positive effect on firm performance. The relationship between technological diversification and firm performance is also found to be positively moderated by firm size, financial slack and their configuration.

The findings of this study further suggest that firms should be aware that the effect of technological diversification on performance can be enhanced or hindered in specific contexts.

The purpose of this study is to explore the pivotal role that collective teaching plays in knowledge transfer between new product development teams. This study develops a theoretical model of collective teaching, where team intelligence is its consequence and learning orientation cognitive skills are moderators.

Based on a questionnaire survey of 156 pairs of new product development project teams of information technology firms, the authors used partial least squares to test the study’s hypotheses.

The findings reveal that the use of collective teaching is positively related to team intelligence of recipient teams. In addition, T-shaped skills of source teams exert positive moderating influence on this relationship and so does a learning orientation of recipient teams.

First, the sample firms used in the study are from the IT industry, which is characterized by extremely short product life cycles, thereby limiting the generalizability of the study’s findings. Second, the authors did not examine whether the effect of T-shaped skills is different at various NPD stages; the contributions of each functional expertise may vary depending on the NPD stage (e.g. the idea generation or pre-launch stage). Third, the use of cross-sectional design precludes a causal inference. The role of focal constructs and moderators and their consequent effects would benefit from more stringent, longitudinal research. Finally, the authors controlled for only a limited set of factors of team intelligence because other potential antecedents of this variable still await identification by future studies.

This study suggests that the implementation of collective teaching can enhance the capacity of a project team as a whole to manage and innovate information, namely, team intelligence. The study’s findings also suggest that the management must recognize the significance of teams’ learning orientation and thereby proactively develop teams’ learning culture by redesigning work, reward systems or performance evaluation to promote learning. Additionally, it is prudent for managers to reconsider their recruitment criteria to incorporate T-shaped skills.

This study represents the first step in developing an empirically grounded framework linking collective teaching with team intelligence. Additionally, the authors confirm that team intelligence is a four-dimensional construct.

This study aims to examine the relationships among knowledge stock, ambidextrous learning, and firm performance while considering the moderating effect of firm size.

This study uses R&D scoreboard database to produce a sample of 312 firms which operate in technologically intensive industries. To test the research hypotheses, regression analysis is employed.

The major findings are: the positive performance implications of ambidextrous learning; knowledge stock as an antecedent of ambidextrous learning; the mediating role of ambidextrous learning; and firm size as a contingency factor that strengthens the influence of ambidextrous learning on firm performance.

Owing to the scope of the research, only patent data were used to measure knowledge stock and ambidextrous learning. However, the measurement of these variables may have been influenced by the availability of patent information.

The findings suggest that realizing superior performance is dependent on a firm's accumulated knowledge stock and its ability to balance exploratory and exploitative learning. Large firms extract more value from ambidextrous learning than small firms.

This study is the first to identify the mediating role of ambidextrous learning in the relationship between knowledge stock and firm performance and to confirm that firm size moderates the relationship between ambidextrous learning and firm performance. The value of this study lies in developing a model of ambidextrous learning that includes both mediating and moderating variables.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In a sample of 168 S&P 500 manufacturing firms, this study finds that technological diversification has a positive effect on firm performance. The relationship between technological diversification and firm performance is also found to be positively moderated by firm size, financial slack, and their configuration.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In recent years, many U.S. direct marketers have expanded their efforts into Asia. A few studies of consumers’ attitudes towards direct marketing were conducted outside of the United States in order to ascertain their attitudes towards direct marketing, privacy, environmental concerns, and trust issues. International direct marketers must take care to respect these issues before entering new countries, such as Taiwan and other emerging markets. The following article reports the results of a survey done in both the U.S. and Taiwan.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The internet, and particularly social networking, has turned traditional marketing on its head. Customer conversations and interactive relationships with sellers have rendered many marketing practices obsolete. Organizations need to understand the social media, re‐think where they spend, and learn how to determine ROI in an increasingly digital world.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.