Summary of relevant studies and the present study
| Author(s) | Research setting | Moderating variable(s) | Findings |
|---|---|---|---|
| Environmental factors | |||
| Tsai et al. (2008) | High-tech firms in Taiwan | Technological turbulence Competitive intensity | Excessive PMO negatively impacts new product performance, but the impact is mitigated when technological turbulence and competitive intensity levels are high |
| Zhang and Duan (2010) | Manufacturing firms in China | Technological turbulence Market turbulence Competitive intensity (n.s.) | PMO is positively related to product innovation performance. Technological turbulence and market turbulence positively moderate the relationship between PMO and product innovation performance |
| Blocker et al. (2011) | Business customers in India, Singapore, Sweden, the UK and the USA | Customer value change intensity (n.s.) Global relationship scope Transnationality | PMO has a positive effect on customer perceived value. The scope of global relationships and transnationality positively moderate the relationship between PMO and customer perceived value |
| Hartono (2013) | Batik industry in Indonesia | Market turbulence (n.s.) Competitive intensity (n.s.) | PMO has a positive impact on business performance |
| Bodlaj et al. (2012) | Firms operating in a European country | Market changes (n.s.) Technological changes (n.s.) | PMO has a positive impact on innovation success |
| Cai et al. (2015) | New venture firms in China | Entrepreneurial support policies (ESP) | PMO has a positive impact on radical innovation. ESP negatively moderates the relationship between PMO and radical innovation |
| Organizational factors | |||
| Atuahene-Gima et al. (2005) | US firms | Strategic mission rigidity Learning orientation Marketing’s relative power Strategic consensus (n.s.) | There is an inverted U-shaped relationship between PMO and new product program performance. The positive effect of PMO (linear term) on new product program performance is strengthened when learning orientation and marketing power are high and when the strategic mission rigidity is low |
| Li et al. (2008) | High-tech firms in Taiwan | Strategic mission rigidity Learning orientation Strategic consensus (n.s.) Market opportunity appraisal (n.s.) | PMO has a positive effect on radical innovations. Strategic mission rigidity weakens the effect, and learning orientation strengthens it |
| Yannopoulos et al. (2012) | Canadian high-tech firms | Exploitative learning Exploratory learning | PMO has a positive effect on new product performance. Exploratory learning strengthens this effect, whereas exploitative learning weakens it |
| Wei et al. (2014) | Chinese firms | Exploitation Exploration | In a firm with a PMO, exploitation has an insignificant effect, whereas exploration has a positive effect on firm performance |
| Lim et al. (2017) | US firms | Supply chain influence (SCI) | PMO has a positive effect on firm performance, and SCI strengthens this effect |
| Lakshman et al. (2017) | Firms in India | Intrafirm causal ambiguity | PMO has a positive effect on innovation capability, but intrafirm causal ambiguity weakens this effect |
| Yang et al. (2020) | Chinese firms | Resource flexibility Coordination flexibility | PMO has a positive effect on business model innovation. Resource flexibility weakens this effect, whereas coordination flexibility strengthens it |
| Interorganizational factors | |||
| Wang and Liu (2020) | Services outsourcing firms in China | Contractual governance (CG) Relational governance (RG) | PMO has a positive effect on service capability. CG weakens this effect. RG positively moderates the relationship between PMO and service capability, but the efficacy of PMO is reduced if the level of RG is too high |
| Lin et al. (2021) | OEM suppliers in Taiwan’s IT industry | Supplier–customer electronic integration (SCEI) | PMO positively affects radical product innovation. SCEI positively moderates this effect |
| Present study | |||
| Japanese apparel firms | Postponement (logistics strategy in which firms delay decision-making regarding design and/or production) | PMO is positively related to product differentiation, but the relationship is weakened when design and production systems are postponed | |
| Author(s) | Research setting | Moderating variable(s) | Findings |
|---|---|---|---|
| High-tech firms in Taiwan | Technological turbulence | Excessive PMO negatively impacts new product performance, but the impact is mitigated when technological turbulence and competitive intensity levels are high | |
| Manufacturing firms in China | Technological turbulence | PMO is positively related to product innovation performance. Technological turbulence and market turbulence positively moderate the relationship between PMO and product innovation performance | |
| Business customers in India, Singapore, Sweden, the UK and the USA | Customer value change intensity (n.s.) | PMO has a positive effect on customer perceived value. The scope of global relationships and transnationality positively moderate the relationship between PMO and customer perceived value | |
| Batik industry in Indonesia | Market turbulence (n.s.) | PMO has a positive impact on business performance | |
| Firms operating in a European country | Market changes (n.s.) | PMO has a positive impact on innovation success | |
| New venture firms in China | Entrepreneurial support policies (ESP) | PMO has a positive impact on radical innovation. ESP negatively moderates the relationship between PMO and radical innovation | |
| US firms | Strategic mission rigidity | There is an inverted U-shaped relationship between PMO and new product program performance. The positive effect of PMO (linear term) on new product program performance is strengthened when learning orientation and marketing power are high and when the strategic mission rigidity is low | |
| High-tech firms in Taiwan | Strategic mission rigidity | PMO has a positive effect on radical innovations. Strategic mission rigidity weakens the effect, and learning orientation strengthens it | |
| Canadian high-tech firms | Exploitative learning | PMO has a positive effect on new product performance. Exploratory learning strengthens this effect, whereas exploitative learning weakens it | |
| Chinese firms | Exploitation | In a firm with a PMO, exploitation has an insignificant effect, whereas exploration has a positive effect on firm performance | |
| US firms | Supply chain influence (SCI) | PMO has a positive effect on firm performance, and SCI strengthens this effect | |
| Firms in India | Intrafirm causal ambiguity | PMO has a positive effect on innovation capability, but intrafirm causal ambiguity weakens this effect | |
| Chinese firms | Resource flexibility | PMO has a positive effect on business model innovation. Resource flexibility weakens this effect, whereas coordination flexibility strengthens it | |
| Services outsourcing firms in China | Contractual governance (CG) | PMO has a positive effect on service capability. CG weakens this effect. RG positively moderates the relationship between PMO and service capability, but the efficacy of PMO is reduced if the level of RG is too high | |
| OEM suppliers in Taiwan’s IT industry | Supplier–customer electronic integration (SCEI) | PMO positively affects radical product innovation. SCEI positively moderates this effect | |
| Japanese apparel firms | Postponement (logistics strategy in which firms delay decision-making regarding design and/or production) | PMO is positively related to product differentiation, but the relationship is weakened when design and production systems are postponed | |
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