The Influence of Performance Feedback and Top Management Team Orientation on Decisions about R&D in Technology-based Firms

Rögnvaldur Sæmundsson; Marina Candi; Olaf Sigurjonsson

doi:10.1016/j.technovation.2021.102420

The Influence of Performance Feedback and Top Management Team Orientation on Decisions about R&D in Technology-based Firms

Rögnvaldur Sæmundsson, Marina Candi^*, Olaf Sigurjonsson

^*Corresponding author af dette arbejde

Institut for Regnskab

Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review

Abstract

The purpose of this work is to investigate the influence of performance feedback on decisions about R&D—more specifically R&D intensity and R&D direction, ranging from exploitation to exploration—and how this varies depending on top management team orientation. Using panel data collected from a large sample of technology-based firms over nine years, hypotheses about how the relationship between performance feedback and decisions about R&D are moderated by the technology orientation of top management teams are tested. Overall, the findings support the basic premises put forth, namely that top management team orientation influences decisions about R&D in response to performance feedback. This sheds new light on our understanding of the relationship between performance feedback and decisions about R&D in technology-based firms

Originalsprog	Engelsk
Artikelnummer	102420
Tidsskrift	Technovation
Vol/bind	113
Antal sider	13
ISSN	0166-4972
DOI	https://doi.org/10.1016/j.technovation.2021.102420
Status	Udgivet - maj 2022

Bibliografisk note

Published online: 24. November 2021.

Emneord

Performance feedback
R&D
Risk-taking
Technology-based firms
Top management team orientation

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10.1016/j.technovation.2021.102420Licens: Ikke-specificeret

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Citationsformater

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AU - Sigurjonsson, Olaf

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AB - The purpose of this work is to investigate the influence of performance feedback on decisions about R&D—more specifically R&D intensity and R&D direction, ranging from exploitation to exploration—and how this varies depending on top management team orientation. Using panel data collected from a large sample of technology-based firms over nine years, hypotheses about how the relationship between performance feedback and decisions about R&D are moderated by the technology orientation of top management teams are tested. Overall, the findings support the basic premises put forth, namely that top management team orientation influences decisions about R&D in response to performance feedback. This sheds new light on our understanding of the relationship between performance feedback and decisions about R&D in technology-based firms

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