In today’s rapidly evolving business landscape, the capacity of new product development (NPD) teams to innovate hinges significantly on their ability to leverage external networks, known as ‘team boundary spanning’. While this activity is traditionally viewed as beneficial, its potential to exacerbate job stress and consequently diminish team satisfaction and NPD performance demands closer examination. Our research extends this area of inquiry by exploring the impact of team boundary spanning on job stress within NPD teams. Drawing on the conservation of resources theory, we hypothesize that team boundary spanning increases job stress which, in turn, decreases job satisfaction and NPD performance. This study also investigates the role of team boundary buffering as both a proactive and reactive intervention to mitigate the stress experienced by teams. Data were collected from 140 NPD projects in high and medium-high technology firms. Results reveal that team boundary spanning indeed elevates job stress and that high levels of stress correlate with declines in product quality and job satisfaction. Additionally, our results indicate that while team boundary buffering is not an effective proactive stress intervention, it is beneficial as a reactive intervention to the stress precipitated by boundary spanning activities.

Purpose This study investigates the abandonment of mobile money (MM) services in rural base of the pyramid (BoP) markets, where financial exclusion is prevalent. Using the expectation-confirmation theory as a foundation, the study examines how declines in specific performance beliefs namely, perceived usefulness, ease of use, affordability, and service access affect negative disconfirmation and satisfaction, which drive service abandonment. Brand reputation and social influence are explored as moderators amplifying the impact of performance decreases on negative disconfirmation. Design/methodology/approach Data were collected at two time points, one year apart, from BoP individuals in the Peruvian Amazon. Partial least squares structural equation modeling was employed to test the study's hypotheses. Findings Findings reveal an asymmetrical pattern in how performance decreases across MM attributes influence negative disconfirmation. Specifically, decreases in perceived ease of use and service access significantly increase negative disconfirmation and reduce satisfaction, heightening the likelihood of abandonment. In contrast, performance declines in perceived usefulness and affordability do not significantly predict negative disconfirmation but still lower satisfaction, thereby indirectly contributing to abandonment. Moreover, high brand reputation and strong social influence amplify the effects of performance decreases on disconfirmation. Originality/value This study applies expectation-confirmation theory to MM abandonment, a distinct post-adoption outcome that has received limited empirical attention. Also, by disaggregating performance and disconfirmation at the attribute level, it advances a more diagnostic understanding of abandonment drivers. Finally, examining the moderating effects of brand reputation and social influence offers a more psychologically nuanced view of MM post-adoption evaluation in rural BoP markets.

PurposeThis study aims to advance understanding of mobile money adoption by examining the similarities and differences between the drivers of adoption intention and actual usage. It also seeks to address critical gaps in the literature by focusing on rural subsistence consumers, who are often underrepresented in mobile money research.Design/methodology/approachThe study employs a mixed-methods approach, combining quantitative survey data collected from 326 users and 130 non-users of mobile money in the Peruvian Amazon with qualitative insights from two focus group discussions involving key stakeholders in the mobile money ecosystem. Partial least squares structural equation modeling and multigroup analysis were used to examine relationships between key factors and to assess differences across the intention and usage stages.FindingsThe study identifies significant similarities and differences in the drivers of mobile money adoption intention and use in rural subsistence markets. Perceived usefulness, ease of use and service accessibility are equally important for both stages. However, collective needs and perceived relative advantage have a stronger influence on adoption intention, while subjective norms, affordability, compatibility and perceived risk are more critical during the usage stage.Originality/valueThis study makes a unique contribution by applying construal level theory to mobile money adoption, highlighting how psychological distance shapes decision-making at different stages of adoption. By focusing on the Peruvian Amazon - a region marked by high poverty levels and limited success in government-led efforts to promote mobile money adoption - this research provides novel insights into adoption behaviors in rural subsistence markets.

Despite the relevance of team boundary spanning in new product development (NPD), there is great deal we still do not know about these activities. For example, little is known about how these activities affect the development of team identification, an important emergent state with critical implications for new product performance. This study extends our understanding of this topic by exploring the relationship between team boundary spanning and team identification. This relationship is examined via the intervening mechanisms of team potency and team boundedness and the moderating effect of intra-team communication. Data from a time-lagged survey study of 140 NPD projects revealed that team potency and team boundedness, respectively, positively and negatively mediate the relationship between team boundary spanning and team identification. Intra-team communication was found to reduce the negative effect of team boundary spanning on team boundedness. JEL CLASSIFICATION 031, 032, 036

In today's highly interconnected, uncertain and dynamic business environment, team boundary spanning has become an important determinant of the performance of new product development (NPD) projects. Despite the positive evidence supporting the use of boundary spanning activities by NPD teams, little is still known about how boundary spanning teams become high-performance teams. The current study advances research on this subject by examining the mediating effect of team potency on the relationship between team boundary spanning and new product performance, as well as the moderating effects of team size and functional diversity on the relationship between team boundary spanning and team potency. Data from a time-lagged survey study of 140 NPD projects found that team boundary spanning can promote team potency that, in turn, results in greater new product quality and new product creativity. The positive effect of team boundary spanning on team potency was found to be more pronounced for NPD teams of medium size and high levels of functional diversity.

Despite significant evidence that new product development (NPD) project teams self-destruct in stressful situations, empirical research on stress interventions is notable sparse. The current article extends research on stress reduction strategies in the context of NPD teams by considering the role of Transactive Memory Systems (TMS) in lowering job stress. Drawing on the job demand-control-support theory, we argue that NPD teams with a strong TMS regulate and address job demands more effectively, have greater control over critical team tasks, and enjoy a supportive team's environment and thus, experience less stress. The article also investigates the moderating effects of project complexity and technological turbulence on the relationship between TMS and job stress. The results, based on data from 140 NPD projects, reveal that a TMS can lower job stress which, in turn, decreases team learning and job satisfaction. Also, TMS appears more effective to reduce stress in situations of high and moderate project complexity and low and medium technological turbulence.

Although team boundary spanning is conducive to achieving new product (NP) competitive advantage, these actions may not always deliver the expected performance. The current study makes an initial attempt to examine factors that undermine team boundary spanning positive effects on NP competitive advantage by proposing and testing a negative moderating effect of team social cohesion on the relationship between team boundary spanning and NP competitive advantage. Furthermore, the current study expects team social cohesion to have a stronger negative moderating effect on the relationship between team boundary spanning and NP competitive advantage when external task interdependence and project newness are high than when they are low. Data for this study come from 140 NPD projects developed and commercialized by Spanish manufacturing firms in high‐ and medium‐high‐technology sectors. The study’s results reveal a positive effect of team boundary spanning on NP competitive advantage. Furthermore, high levels of team social cohesion are shown to reduce the positive effect of team boundary spanning on NP competitive advantage. Finally, we found that project newness and external task interdependence accentuate the negative moderating effect of team social cohesion on the relationship between team boundary spanning and NP competitive advantage. The current study makes several contributions to the literature. First, findings from this study give us new insights into the significance of team boundary spanning to the success of NPs by revealing that boundary‐spanning activities are beneficial to achieving NP competitive advantage. Second, the study departs from existing research in that it exposes a dark side of team social cohesion for NPD teams engaged in boundary spanning activities. Last, the study expands extant research by proposing and demonstrating that project newness and external task interdependence bring about situations in which external groups present a threat to the collective identity of socially cohesive groups.

An important issue facing innovation managers is how to exercise adequate managerial control over new product development (NPD) teams in order to ensure that project goals are met. The current study advances research on this subject matter by analyzing the individual and joint effects of process control and process-based rewards on job satisfaction and four measures of new product performance. Findings from our study reveal that process control and process-based rewards can have either positive or negative effects depending on the type of performance outcome considered. Thus, process control is beneficial to new product quality but detrimental to adherence to budget, adherence to schedule, and team's job satisfaction. Interestingly, our results suggest opposite effects for process-based rewards. In terms of their joint effects, results suggest that firms should only combine process control and process-based rewards when their goal is to develop new products with high quality.

Traditionally, the understanding among scholars and practitioners has been that a portfolio of NPD projects is the expression of a firm's strategy and thus it must support the strategy. In keeping with this view, the current study focuses on new product development (NPD) portfolio planning, which is defined as a firm's effort to formulate portfolio decisions using a defined innovation strategy. Connecting portfolio decisions to a defined innovation strategy has been associated with higher innovation success. Surprisingly, empirical research indicates that portfolio decisions do not always support the company's innovation strategy. Furthermore, during recent years, an increasing number of authors underscore the importance of responsiveness and adaptability in portfolio decision-making. The current study addresses these two issues by examining a direct effect of decentralization in strategy-making on NPD portfolio planning, and a moderating effect of decentralization in strategy-making on the relationship between NPD portfolio planning and NPD program success. The study also examines the influence of national culture on the proposed relationships. The theoretical model was tested using data from the 2012 PDMA Comparative Performance Assessment Study. Findings indicate that NPD portfolio planning positively influences NPD program success. Also, results revealed inverted U-shaped direct and moderating effects, respectively, of decentralization in strategy-making on NPD portfolio planning, and of decentralization in strategy-making on the relationship between NPD portfolio planning and NPD program success. With regard to the moderating effect of national culture, results indicate that uncertainty avoidance does not moderate the relationship between NPD portfolio planning and NPD program success. Nonetheless, we found significant moderating effects of individualism and power distance on the curvilinear relationship between decentralization in strategy-making and NPD portfolio planning.

Purpose – The current study examines the negative moderating effects of team’s prior experience and technological turbulence on the antecedents and consequences of using information provided by customers involved in new service development (NSD). It also examines one way to mitigate the proposed negative effects. Design/methodology/approach – The unit of analysis was NSD projects in which customers had been involved during the development process. A self-administered mail survey was used to collect the data. The proposed model was tested using hierarchical path analysis. Findings – Results show that team’s prior experience reduces the extent to which recorded and shared information from customers involved in NSD is used for project-related decisions during the development process. Findings also reveal that technological turbulence can reduce the positive effect of using information provided from customers involved in NSD on new service advantage and service newness. Finally, results show that involving lead users in NSD can help reduce the negative moderating effects of team’s prior experience and technological turbulence. Originality/value – The literature on information use suggests that availability of information does not guarantee its use. In keeping with this argument, the current study reveals that for NSD projects with customer involvement, team’s prior experience and technological turbulence are part of the challenge of making effective use of the new knowledge that customers bring to the development project. Firms are advised to collaborate with lead users as a way to attenuate this problem.

Purpose– The current research aims to analyze antecedents and consequences of using the information provided by customers involved in new service development (NSD). It also seeks to examine the moderating effect of technological turbulence on the antecedents and consequences of information use.Design/methodology/approach– Data were collected from service firms in a variety of industrial sectors. Unit of analysis was a NSD project in which current or potential customers were involved during its development process. A self-administered mail survey was used to collect the data. A total of 102 complete questionnaires were returned. The proposed model was tested using partial least squares.Findings– The results indicate that the instrumental use of the information collected from customers involved in NSD can lead to higher service advantage and service newness and in turn to higher market performance. Findings reveal that higher recording and reviewing of information collected from customers involved in NSD result in greater use of the information during the NSD process. An important result is that under technologically turbulent environments, recording and reviewing information from customers involved in NSD is less likely to result in a higher instrumental use of such information. Finally, the authors' results show that when technological turbulence is high the instrumental use of information from customers involved in NSD has lower value for both service advantage and service newness.Originality/value– Findings confirm the importance of customer involvement for NSD in a business context. Using the information from customers involved in NSD to resolve specific problems or make decisions regarding NSD projects can result in enhanced service performance. Moreover, information processing capabilities are key antecedents to instrumental information use. Finally, managers should be aware of the potential negative effect of technological turbulence.

This work examines the relationships between formal and informal management controls (i.e. output, process and professional) and job satisfaction of new product development (NPD) teams. In particular, the study investigates the direct and indirect effects of management controls on job satisfaction through role expectations (i.e. role conflict and role ambiguity) and the moderating effect of participative-decision making. Results are based on a sample of 197 NPD projects. Our findings indicate that management controls have differential effects on role ambiguity, role conflict and job satisfaction of NPD team. In particular, NPD teams respond more favorable to professional and output controls than to process controls. Relatedly, participative decision making was found to moderate the relationships between output, process, professional controls and role expectations.

Objetivo: Mostrar nuestra experiencia con el uso de la prostaciclina en el tratamiento del sindrome de edema de medula osea de la cabeza femoral. Material y metodo: Se evalua retrospectivamente la efectividad de la infusion intravenosa de prostaciclina en un caso clinico de una mujer de 40 anos de edad con sindrome de edema de medula osea de cabeza femoral, con pruebas de imagen (radiografia y resonancia magnetica) y escalas analogicas (EVA) y funcionales (Harris). Resultados: Se objetivo la practicamente plena resolucion del edema oseo en resonancia magnetica a las seis semanas de la infusion, con mejoria significativa tanto de la escala analogica como de la funcional. En el control clinico y radiografico a los cuatro meses la paciente estaba asintomatica, sin evidencia de osteonecrosis. Conclusion: Los analogos de la prostaglandina I2 podrian tener beneficio terapeutico en los sindromes de malperfusion osea, si bien son necesarios mas estudios para determinar su efectividad real.

Numerosos trabajos analizan el orden de entrada como determinante del resultado de una innovación y, en general, destacan el efecto positivo de entrar pronto en el mercado. Sin embargo, muchos argumentos para justificar este efecto aluden a otros factores de éxito como la calidad o la novedad del producto y también se aprecia en la literatura cierta confusión entre orden de entrada y velocidad de desarrollo que lleva a asumir que ser pionero en el lanzamiento de un nuevo producto es sinónimo de haber tenido un proceso de desarrollo rápido. La presente investigación desgrana los efectos de estas variables y examina las interacciones entre orden de entrada, por un lado, y novedad, calidad y velocidad, por otro. Los resultados empíricos del estudio apuntan que la entrada temprana influye positivamente en el éxito de un nuevo producto, pero este efecto queda condicionado por su grado de novedad y su calidad. Se aprecia asimismo que un desarrollo más rápido que la competencia es particularmente beneficioso para las empresas que entran en posiciones intermedias en el mercado.

The radial collateral ligament is the primary stabilizer against stress forces in adduction of the metacarpophalangeal joint of the thumb. This uncommon injury may go unnoticed, resulting in symptomatic joint instability and secondary osteoarthritis. Although traditionally it has been recommended conservative treatment of these lesions, recently studies have documented better functional outcomes with surgical repair of complete ruptures.

Purpose - Customer involvement has been recognized as a key factor for successful service development. One important aspect affecting the outcome of new service development (NSD) projects in whose development customers are involved is the choice of the appropriate participating customer. This study aims to examine the effect of two customer characteristics (relational closeness and lead-userness) on four indicators of new service performance.Design/methodology/approach - The paper uses data from 102 NSD projects. Covariance-based path analysis is used to test the model.Findings - The results reveal that involving close customers in the NSD process has a positive direct effect on service advantage and speed to market and a positive indirect effect on market performance. The involvement of lead users, on the other hand, has a positive effect on service newness and service advantage, and a negative effect on market performance.Research limitations/implications - The focus on Spanish companies puts constraints on the generalizability of the results to other national contexts. Future research should replicate this study in different countries. Also, future research could explore more deeply the performance impact of close customers and lead users by collecting data on the roles that customers can play in NSD.Practical implications - The findings from this study suggest that firms need to make conscious choices about the types of customers to involve in service innovation as different types of customers affect new service performance differently.Originality/value - This study makes an original contribution by investigating the effect of customer's relational closeness and customer's lead userness on four indicators of NSD performance.

The role of market orientation as an antecedent of new product performance has been extensively documented in the literature. What is less clear, however, is how firms should make use of their market orientation under different market conditions. This study addresses this question by investigating how market orientation leads to superior new product performance for products that enter the market at different times. In particular, the study examines the moderating effect of order of market entry on the mediated relationship between market orientation and new product performance via product quality and innovation speed. Data from a sample of 244 new product development projects show that a firm's market orientation can improve the performance of first-to-market products and late entrants by facilitating the development of quality products, whereas it can improve the performance of early entrants by facilitating greater innovation speed.

,The subject of role stressors and its impact on performance has received limited empirical attention in the new product development field. Our study draws from previous literature on stress and new product development to examine the impact of one team stressor, role conflict, on job satisfaction and two dimensions of new product performance: adherence to budget and schedule and product quality. Additionally, we determine the impact of the product novelty on the relationships proposed. The results indicate that role conflict has a negative effect on job satisfaction. Regarding its effect on new product performance, findings suggest a negative association with adherence to budget-schedule, and an inverted U relationship with product quality. There is not effect of the product novelty on the relationships between conflict and new product performance.