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Purpose
To obtain in-depth explanations of the effects of servitization, this paper aims to analyse the benefits and costs at different servitization levels. The authors also investigate the moderating roles of demand uncertainty and technological turbulence on such effects.


Design/methodology/approach
The authors use the resource-based view (RBV) and transaction cost economics (TCE) to analyse the varying benefits and costs associated with servitization at its different levels and proposes the hypotheses. Then they use the survey data of 239 Chinese manufacturing firms to empirically test these hypotheses.


Findings
The interplay among service benefits, adjustment costs and coordination costs results in a nonlinear relationship between servitization and business performance. A negative servitization–performance relationship is observed at low levels of servitization as adjustment costs would be dominant. At moderate servitization levels, a positive relationship is observed because service benefits increase substantially and outweigh the increase in adjustment and coordination costs. As servitization levels further increase, coordination costs become dominant and a negative servitization–performance relationship reappears. The study further shows the significant moderating role of demand uncertainty and the insignificant moderating role of technological turbulence.


Research limitations/implications
This study provides a nuanced understanding of the curvilinear effects of servitization on business performance in response to the calls for detailed insights from quantitative studies.


Practical implications
The findings provide guidance on the degree to which the manufacturing firm should extend its service businesses based on demand and technological environments.


Originality/value
This is one of the pioneering empirical studies applying RBV and TCE to examine the varying benefits and costs across different servitization levels. The findings provide insight into the ongoing discussion about "service paradox" and "deservitization".

The manner in which the key managers of entrepreneurial firms perceive the environment of the firm has important implications for decisions regarding organizational structure, processes and performance. Entrepreneurial behavior has traditionally been characterized as one type of strategic response to uncertain environments. This research takes a unique position in exploring how the entrepreneurial orientation of the firm's key manager may in fact influence managerial perceptions of the environment. Utilizing survey data drawn from more than 800 key managers in three countries this study proposes and tests a model of perceived uncertainty. The results suggest that the greater the entrepreneurial orientation of the key manager the more likely he or she is to characterize the environment of the firm as uncertain. Although this relationship holds true in general the results also suggest that there are strong differences in the relationship across countries and industries and that certain firm characteristics have a potential impact on managerial perceptions.

PurposeManaging projects is an important part of operations management, but many projects fail. This study focuses on attribution processes of such disruption from the underrepresented perspective of the project manager. The authors consider two types of causes: the more frequently researched environmental uncertainty (i.e. uncontrollable events) and the scarcely researched uncertainty imposed by non-collaborative project sponsors (i.e. other-controllable events).Design/methodology/approachThe authors test conceptual arguments grounded in attribution theory and the notion of psychological contracts in a scenario-based experiment among 325 practicing project managers.FindingsThe findings indicate that non-collaborative project sponsors negatively affect project managers' motivation, whereas uncontrollable disruptions leave hope to achieve positive future outcomes. This latter effect is further strengthened when project managers have an internal attribution style. They tend to blame the disruption on themselves and generally feel in control of achieving success even if they are not.Originality/valueThese socio-psychological insights nuance the economic idea that uncertainty reduces motivation per se in the context of project disruption appraisal. The authors contribute to the behavioral project management literature and general attribution theory and help guide the allocation of resources during the recovery of failed projects.

Purpose of the study: This study aims to obtain empirical evidence of the effect of investment factors that consist of investment opportunity sets and environmental uncertainty on tax avoidance and the role of managerial ability in moderating these effects. Methodology: The analysis was conducted on 49 manufacturing companies listed on the Indonesia Stock Exchange from 2012 to 2018. It was chosen through a purposive sampling method, so 343 observations were obtained. This study engages two-panel data regression models, a model with and without moderation managerial ability. Also, this study employs factor analysis to produce investment opportunity sets that can represent this variable. Main Findings: This study reveals that investment opportunity sets and environmental uncertainty positively affect tax avoidance. Meanwhile, managerial ability failed to moderate the effect of investment opportunity sets and environmental uncertainty on tax avoidance. Implications: The results of the profiling can be used as an early warning, especially for account representatives and tax auditors at the Indonesia Tax Authority, so that potential tax exploration and examination can be more in-depth for firms that fulfill these characteristics. Also, this study provides advice to the Government of Indonesia to provide tax holidays for firms with high IOS who invest in the real sector and tax incentives for firms that are facing an environment with high uncertainty. Novelty: This study deploys managerial ability as a moderating variable between the relationship of investment opportunity sets and environmental uncertainty to tax avoidance. The managerial ability has an important role in firms' IOS and environmental uncertainty faced by the firms because the level of managers will produce differences in the economic outcomes and the effectiveness of the discretion.

The growing environmental difficulties triggered by enterprises' activities have drawn academics and development experts' attention to mechanisms to advance growth and development without compromising the environment. Discussions about eco-innovation have become topical as a result, yet there still remains a dearth of understanding on the subject. Eco-innovation emphasises the duality of technological innovation and environmental protection as long-term solutions to the inherent tensions between these goals. Despite this, there has been little research on methods to improve eco-innovation performance, taking into account internal and external factors. Cognizant of the external environment's dynamics, this study, based on institutional theory, investigates how institutional pressure affects eco-innovation. We used a cross-sectional survey approach to draw data from 155 businesses. Results revealed institutional pressures, that is, normative, mimetic, and coercive, also environmental complexity (EC) has a positive role in promoting eco-innovation. While environmental dynamics was found to have a positive moderating effect on the relationship between normative pressure and eco-innovation, EC was revealed to have a moderating influence on the relationship between mimetic, normative pressure, and eco-innovation. In light of these seminal findings that have received little research attention, we propose policy, theoretical, and practical implications.

The paper analyzes the effect of environmental uncertainty on corporate technological innovation from the perspective of an innovation value chain under the institutional background of China. This paper not only discusses the intermediary effect of agency problems on environmental uncertainty and corporate technological innovation but also deeply explores the influence of information transparency, government subsidies, and other mechanisms to alleviate agency problems on environmental uncertainty and corporate technological innovation. We use the data of listed companies in China from 2008 to 2019 as the research sample, and the results show that, in general, environmental uncertainty has a negative effect on both input and output of technological innovation, and the negative effect can last for two years. Further research shows that the agency problem has an intermediary effect on the environmental uncertainty and corporate technology innovation, and the environmental uncertainty aggravates the agency problem, which hinders the input and output of corporate technology innovation. As an important mechanism to alleviate the agency problems, information transparency and government subsidies can effectively alleviate the agency conflict, thus reducing the inhibition of environmental uncertainty on the input and output of technological innovation. Our findings contribute to the discussion of driving factors for technological innovation in the context of China's system. Our results provide useful insights into the link between environmental uncertainty and corporate innovation for economic academics and practitioners alike.

PurposeThis paper analyzes the effects of environmental uncertainty on the use of Management Control Systems (MCS) and product and process innovation.Design/methodology/approachThe hypotheses were tested with data from a survey carried out with 140 managers of innovative Brazilian firms using structural equation modeling.FindingsThe analyzes show significant negative effects of environmental uncertainty on MCS use and non-significant ones on product and process innovation, which suggests that when environmental uncertainty increases, the MCS use decreases. In contrast, significant positive effects of MCS use on product and process innovation were found, despite environmental uncertainty permeating innovation. However, no mediating effect of the MCS use on the relationship between environmental uncertainty and innovation was observed.Research limitations/implicationsThis study presents implications to the management literature grounded on the Contingency Theory by pointing out negative effects of environmental uncertainty on MCS use and product and process innovation. This encourages research on other contingency factors that might be predictors of MCS use and innovation.Practical implicationsThe findings provide evidence that the analyzed organizational practices (MCS use and innovation) are conceived and implemented to disregard external stimuli, which may bring dysfunctional consequences that need to be monitored.Originality/valueThe study contributes by revealing that environmental uncertainty inhibits the MCS use and does not favor innovation. It was expected that MCS that produce information about the external environment would be valued and would have effects on the strategic planning in these firms.

AbstractManagers consider environmental uncertainty in making decisions. Accordingly, this study aims to test the positive effect of environmental uncertainty on cost stickiness. This study also investigates the effects of environmental uncertainty on cost stickiness under different strategies. Further, firms need more able managers to deal with uncertain environments. This study observes the different effects of environmental uncertainty on cost stickiness when managers have varying levels of managerial ability. We run the panel regression analysis of 23,298 firm‐year observations in Southeast Asian countries in 2013–2019. This study documents that environmental uncertainty increases cost stickiness, and the effects are qualitatively similar for prospector and defender strategies. Further, the effect of environmental uncertainty on cost stickiness is stronger in firms with low managerial ability for both the prospector and defender strategies. Greater environmental uncertainty increases cost stickiness (ratio of SG&A to sales). This increase can be interpreted as a negative signal for future profits and a positive signal that firms retain resources to meet future sales expectations. Managerial ability affects cost stickiness. Hence, less managerial ability strengthens the relationship between environmental uncertainty and cost stickiness. This study operationalizes environmental uncertainty using three dimensions: munificence, dynamism, and complexity, which are arguably more comprehensive than prior studies that only use a single uncertainty dimension. This study also adds strategy and managerial ability to the relationship between environmental uncertainty and cost behavior. It demonstrates that firms deal with uncertainty based on their competitive advantage and managerial capabilities. This study documents the cost behavior of Southeast Asian.

The use of readership research to shape editorial content is becoming increasingly common at U.S. daily newspapers. This practice reflects a "marketing concept" of journalism, which emphasizes tailoring a product to customers' wants and needs. Data from seventy-eight daily newspapers suggest that as uncertainty about the organization's environment increases—specifically, uncertainty about how to serve readers—an organization will strengthen its marketing orientation. The data also suggest that environmental uncertainty is generally not affected by structural characteristics of the community in which the newspaper publishes. That is, there is little evidence that changes in or characteristics of the newspaper's "real" environment strongly influence the degree of uncertainty that editors have about their newspaper's environment.