Volume 15, Issue 4

New product development (NPD) project failure, a common occurrence for high-tech firms, serves as an important source of learning and breeds future success, thereby prompting scholars to investigate the mechanisms of learning from NPD project failure. Studies has revealed the cognitive and emotional mechanisms underlying learning, and has investigated the role of post-failure factors in affecting these mechanisms; However, the influence of pre-failure factors is under-developed. Drawing upon the risk-as-feelings perspective, our study fills this gap by investigating one crucial pre-failure factor – risk anticipation. Our study categorizes risk anticipation into the likelihood anticipation and the magnitude anticipation, and hypothesizes that these two dimensions of risk anticipation affect learning from project failure distinctively. Based on two-wave data collected from 232 project managers in high-tech firms, we find likelihood anticipation positively affects learning from project failure primarily through a cognitive mechanism, as indicated by a positive mediation effect of decision-making comprehensiveness. In contrast, magnitude anticipation negatively affects learning from project failure primarily through an emotional mechanism, as indicated by a negative mediation effect of decision-making comprehensiveness. We shed light on the risk management practices for NPD project in high-tech firms, and offers insights into the post-project learning that breeds future NPD project success.

This paper explores the role of the garage in entrepreneurship and innovation. By engaging sociomaterial and symbolic views, it develops a typology that aims not to repeat an overly romantic view of the garage as the space where lone heroic entrepreneurs start their ventures in idealized seclusion from the rest of humanity nor to dismiss it as a flawed, useless idea. By discussing four archetypes, the paper complexifies the notion of the garage as a space that can be material as well as symbolic and proposes how organizations can recreate ‘garages’ in their habitual workspaces.

The increasing integration of artificial intelligence into entrepreneurial activities has transformed how individuals engage with digital innovation. This study examines the correlation between the congruence and incongruence of innovative and routine use of generative artificial intelligence (ambidexterity) and digital entrepreneurial intention. Drawing on the entrepreneurial event model, polynomial regression, and response surface analysis, the study examines the congruence and incongruence between routine and innovative uses of generative artificial intelligence, capturing their complex interactions and joint effects. Data collected from 1,061 undergraduate students at Vietnamese universities revealed significant congruence effects, showing that alignment between high levels of routine and innovative uses enhances students’ digital entrepreneurial intention, perceived desirability, and feasibility. Furthermore, the incongruence between these uses has a negative relationship with entrepreneurial outcomes. The study also confirms that perceived desirability and feasibility mediate the relationships between generative artificial intelligence use (routine and innovative) and digital entrepreneurial intention. These findings extend current understandings of how digital tools support entrepreneurship education, highlighting the importance of balancing exploitation (routine use) and exploration (innovative use). Practically, the results suggest that educators and policymakers should encourage students to simultaneously develop both routine and innovative competencies in generative artificial intelligence to nurture digital entrepreneurial aspirations effectively.

Purpose This study proposes a conceptual model to study organizational agility by integrating Dynamic Capabilities and the Competing Values Framework to investigate the relationship between leadership styles and dynamic capabilities and organizational culture within the United Kingdom (UK) smart technologies, artificial intelligence (AI), robotics, and algorithms (STARA) technology firms. Design/Methodology/Approach Quantitative research was conducted using a cross-sectional survey design, and participants were drawn from different levels of technology firms in the UK. Stratified random sampling was used to obtain more generalised results, and 410 respondents completed the survey. The data were analysed through partial least squares structural equation modelling (PLS-SEM) using SmartPLS software. Findings Transactional leadership had the most positive relationship with dynamic capabilities, transactional leadership had the most positive relationship with organizational culture, and dynamic capabilities had the most positive relationship with organizational agility. Practical Implications This study indicates that technology firms need to encourage transformational, transactional, and adaptive leadership styles to increase organizational flexibility. Managers should concentrate on building a strong organizational culture and dynamic capabilities that enable organisations to respond quickly to changes in technology and market trends. Originality/Value This study contributes to the literature by applying dynamic capabilities and competing values frameworks to analyse the relationships among leadership styles, organizational culture, dynamic capabilities, and organizational agility in STARA. This study is beneficial for scholars and managers aiming to improve agility in technology-intensive contexts.

International new ventures (INVs) face unique challenges in navigating cultural differences to achieve success in global markets, yet the role of cultural factors in enhancing dynamic managerial capabilities (DMC) and firm performance remains underexplored. This study investigates how cultural intelligence (CQ) and intercultural competence influence the relationship between DMC and INV performance. Using a sample of 124 INVs and 932 employees, we applied multilevel structural equation modelling to test a mediation-moderation model. The findings reveal a positive relationship between DMC and INV performance, mediated by CQ, with intercultural competence moderating this relationship – showing stronger effects when intercultural competence is high. Notably, managerial human capital within DMC significantly drives these dynamics. These results deepen our understanding of how cultural factors integrate with managerial capabilities to boost INV performance, providing actionable insights for managers aiming to enhance international outcomes.

This study examines the complex relationship between cultural diversity and entrepreneurial intentions. While some scholars argue that cultural diversity fosters entrepreneurship, others contend it creates social barriers. We aim to reconcile these views by exploring how different dimensions of cultural diversity – ethnic, linguistic, and religious – affect entrepreneurial intentions across countries, and how these effects depend on levels of inequality. We use data from the Global Entrepreneurship Monitor combined with macro-level indicators of inequality and diversity. The results show that ethnic and religious diversity are associated to higher entrepreneurial intentions in more equal societies but to lower intentions in highly unequal ones. Linguistic diversity shows the opposite trend. These results suggest that the impact of diversity depends on a country’s level of inequality. The findings highlight the need to consider cultural heterogeneity and structural conditionstogether when analyzing entrepreneurship across nations