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 of empirical analysis 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.
|Early online date||24 Nov 2021|
|Publication status||E-pub ahead of print - 24 Nov 2021|
- performance feedback
- technology-based firms
- top management team orientation