Mehrabi, Hamed, Coviello, Nicole and Ranaweera, Chatura (2016) New product development capability and performance under institutional pressures : the role of the top management team. In: EMAC 2016; 24-27 May 2016, Oslo, Norway. (Unpublished)

Abstract

Firms invest in new product development (NPD) capability to enhance their performance. To have performance advantage, it is generally recommended that they invest in both dimensions of the NPD capability: exploitation and exploration. However, many firms fail to do so. In this study, we draw on institutional theory and upper echelon theory to conceptualize and examine: 1) how top management team (TMT) heterogeneity impacts the combination of exploration and exploitation within the firm’s NPD capability and accordingly, performance; and 2) how these relationships are moderated by coercive and mimetic institutional pressures. This offers new insights on the antecedents of NPD capability. It also provides an explanation for the past mixed findings regarding the impact of institutional pressures on performance. In addition, it provides some insights into the controversy surrounding the impact of TMT heterogeneity on performance.

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