Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures

By Kwaku Atuahene-Gima, Haiyang Li. 2004

352 citations recorded by the source corpus.

Subfields: Safety, Risk, Reliability and Quality, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/06d7ef4bc1411bec3c3d4a0c45ffe521c0fee683

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Citations in the corpus

The development of entrepreneurship in China (2008, background): “Li & Atuahene-Gima, 2002; White, 2000), information process theory ( Atuahene-Gima & Li, 2004 ), and strategy–structure–performance paradigm (Lin & Germain, 2003; Lukas, Tan, & Hult, 2001; Tan & Litschert, 1994).”
Impact of information technology innovation on firm performance in Kenya (2019, background): “enterprises have a competitive advantage that leads to high profits and business sustainability (Atuahene-Gima, 2004).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “Finally, Atuahene-Gima and Li (2004) found that team decision comprehensiveness related positively to new product performance when there was relatively low technology uncertainty, but not when there was relatively high technology uncertainty.”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “Thus, carefully attending to environmental issues when making and integrating strategic decisions (Atuahene-Gima and Li, 2004; Fredrickson, 1984; Fredrickson and Mitchell, 1984; Lindblom, 1959), avoiding oversimplification, and thoroughly evaluating a situation (Weick and Sutcliffe, 2001) enhance a ”
Collective action and market formation: An integrative framework (2018, neutral): “The first type, demand uncertainty (vertical axis), refers to the perceived unpredictability of consumer preferences (Aldrich and Fiol, 1994; Benner and Tripsas, 2012; Atuahene-Gima and Li, 2004; Jaworski and Kohli, 1993).”
Understanding the Elusive Black Box of Dynamic Capabilities (2011, result): “This is also consistent with the NPD literature that empirically shows that successful new products offer a favorable combination of high product quality, timeliness, and low cost (Atuahene-Gima & Li, 2004).”
Knowledge management in technology-focused firms in emerging economies: Caveats on capabilities, networks, and real options (2007, background): “As noted by Atuahene-Gima and Li (2004), culturally speaking, the Chinese are seen as collectivists who construe themselves as interdependent with others, avoid conflict, and strive for harmony within a group.”
Exploitative Learning and Entrepreneurial Orientation Alignment in Emerging Young Firms: Implications for Market and Response Performance (2007, neutral): “In China, the growth has been most prolific with more than 20,000 technology firms having been incubated within the last decade from 53 national incubators (Atuahene-Gima and Li, 2004).”
Costs and Benefits of Inter-Departmental Innovation Collaboration (2011, background): “Next to technological uncertainty, uncertainty about customer demand makes it difficult to assess the implications of innovation ex ante which aggravates the innovation process (Atuahene-Gima and Li, 2004).”