Enhancing the Creative Performance of New Product Teams: An Organizational Configurational Approach

Innovation is crucial to managing ever‐increasing environmental complexity. Creativity is the first stage of the innovation process and is particularly relevant in modern new product development (NPD) projects. In response to a call for further empirical research on collective creative performance combining individual and team levels in a comprehensive framework, this paper offers useful evidence for the design of NPD teams to foster creative performance. The results suggest that different sets of individual traits and collective processes combine and interact, enabling a similar level of creative performance from different configurations of individual and team “ingredients.” There are no consistently good‐quality or poor‐quality NPD teams or processes. However, equifinal configurations—based on team composition, and interpersonal, coordination, control, and diversity management processes—can be effective in producing creative products. Through a large‐scale study of 119 teams of students involved in an NPD activity, this paper contributes by expanding creativity and NPD team design literature, providing the basis for a “first right” approach to real‐world, in‐company research. It first proposes and tests the adoption of the configurational equifinality approach in the NPD team design domain, introducing the concept of complementarities among different types of “team ingredients,” both at the individual and team level. Second, it introduces different multidimensional measures of team creative performance, relevant to generalizing and comparing the research results. Third, it offers several guidelines for designing real‐world NPD teams through the combination of diversity and interpersonal management, as well as coordination and control processes, which have not been studied to any great extent but are at times controversial in creativity literature.     

Reciprocal exchange in rural communities: Consumers' inducements to inshop

Although consumer–retailer exchange behavior has been studied for many years, its treatment has not accounted for factors relating to reciprocal exchange intentions. This article defines reciprocity as the degree to which individuals expect cooperative action, and places reciprocity within the overall framework of consumer–retailer market exchange. In addition, it presents results of an exploratory study of rural consumers' reciprocal intentions to shop with local retailers, indicating that levels of satisfaction with interpersonal reciprocity have greater influence than moral, social, or economic motives. This study also suggests that social desirability, as a bias, is strongly linked to rural consumers' responses. © 1997 John Wiley & Sons, Inc.     

Control and success in collaborative strategies

The establishment of cooperative relationships with other organisations is becoming crucial to businesses, in a way that interorganisational relationships constitute an important topic for research in management literature. This study analyzes interorganisational control, which represents one of the processes within interorganisational relationships that is receiving greater attention in the literature. Besides describing its concept and dimensions, there is an analysis of what influence the extent, the focus, the types and the mechanisms of control have on the success of the interorganisational relationships. To be specific, empirical evidence is provided by our study of the relationship between tour operators from Germany and the United Kingdom and the accommodation companies, which revolves around the control exercised by the tour operators over the accommodation companies.     

Rating versus ranking: What is the best way to reduce response and language bias in cross-national research?

We propose solutions to two recurring problems in cross-national research: response style differences and language bias. In order to do so, we conduct a methodological comparison of two different response formats—rating and ranking. For rating, we assess the effect of changing the commonly used 5-point Likert scales to 7-point Likert scales. For ranking, we evaluate the validity of presenting respondents with short scenarios for which they need to rank their top 3 solutions. Our results – based on two studies of 1965 undergraduate and 1714 MBA students in 16 different countries – confirm our hypotheses that both solutions reduce response and language bias, but show that ranking generally is a superior solution. These findings allow researchers to have greater confidence in the validity of cross-national differences if these response formats are used, instead of the more traditional 5-point Likert scales. In addition, our findings have several practical implications for multinational corporations, relating to issues such as selection interviews, performance appraisals, and cross-cultural training.     

Performance as a classification criterion of tourist origins and destinations

Portfolio analysis has been used as a tool for the study of market segments, namely of tourist destinations. However, a review of the literature did not identify a single case where the performance variable is adjusted to the nature of the object. This article presents a performance proxy that enables a direct comparison between generating countries (origins) and between destinations. The proposed tool is a component of a model for the identification of priority market segments. The instrument is applied to the 15 member states of the European Union (before its expansion on 1 May 2004), for the period from 1996 to 2001.     

Global gamesmanship

Competition among multinationals these days is likely to be a three-dimensional game of global chess: The moves an organization makes in one market are designed to achieve goals in another in ways that aren't immediately apparent to its rivals. The authors--all management professors-call this approach "competing under strategic interdependence," or CSI. And where this interdependence exists, the complexity of the situation can quickly overwhelm ordinary analysis. Indeed, most business strategists are terrible at anticipating the consequences of interdependent choices, and they're even worse at using interdependency to their advantage. In this article, the authors offer a process for mapping the competitive landscape and anticipating how your company's moves in one market can influence its competitive interactions in others. They outline the six types of CSI campaigns--onslaughts, contests, guerrilla campaigns, feints, gambits, and harvesting--available to any multiproduct or multimarket corporation that wants to compete skillfully. They cite real-world examples such as the U.S. pricing battle Philip Morris waged with R.J. Reynolds--not to gain market share in the domestic cigarette market but to divert R.J. Reynolds's resources and attention from the opportunities Philip Morris was pursuing in Eastern Europe. And, using data they collected from their studies of consumer-products companies Procter & Gamble and Unilever, the authors describe how to create CSI tables and bubble charts that present a graphical look at the competitive landscape and that may uncover previously hidden opportunities. The CSI mapping process isn't just for global corporations, the authors explain. Smaller organizations that compete with a portfolio of products in just one national or regional market may find it just as useful for planning their next business moves.