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This paper aims to study the joint decision making of advance selling and service cancelation for service provides with limited capacity when consumers are overconfident.

For the case in which consumers encounter uncertainties about product valuation and consumption states in the advance period and are overconfident about the probability of a good state, we study how the service provider chooses the optimal sales strategy among the non-advance selling strategy, the advance selling and disallowing cancelation strategy, and the advance selling and allowing cancelation strategy. We also discuss how overconfidence influences the service provider’s decision making.

The results show that when service capacity is sufficient, the service provider should adopt advance selling and disallow cancelation; when service capacity is insufficient, the service provider should still implement advance selling but allow cancelation; and when service capacity is extremely insufficient, the service provider should offer spot sales. Moreover, overconfidence weakens the necessity to allow cancelation under sufficient service capacity and enhances it under insufficient service capacity but is always advantageous to advance selling.

The obtained results provide managerial insights for service providers to make advance selling decisions.

This paper is among the first to explore the effect of consumers’ overconfidence on the joint decision of advance selling and service cancelation under capacity constraints.

While the relationship between non-family CEOs and corporate innovation in China has been widely studied, the results remain inconclusive. This study explores the relationship between non-family CEOs and corporate innovation in the context of intergenerational succession. It considers the background and background characteristics of non-family CEOs in an attempt to provide a theoretical foundation for human resource management and innovative strategic management that can be applied in the transformation of family companies.

The authors develop, then test, a series of hypotheses using an econometric analysis of a large sample of Chinese listed family firms. To control for endogeneity problems, such as missing variables in the model and the selectivity bias of the sample, propensity score matching (PSM) model is applied to analyze the panel data of 452 listed family firms from 2009–2019.

This study first validates the mechanism by which non-family CEO background characteristics affect innovation performance in family firms. It then reveals the varying moderating effects of two stages of intergenerational succession (i.e. later-generation participation in management and later-generation take-over management) that influence the relationship between non-family CEOs and corporate innovation.

The study's findings based on upper echelon and imprinting theory complement and extend existing research by revealing the impact of non-family CEOs from different backgrounds, and also identifying the role of intergenerational succession in the relationship between non-family CEO background characteristics and innovation performance.

The paper seeks to investigate the effects of psychological contract on control mechanisms in outsourced ISD projects, based on control theories and psychological contract theories.

The paper is a multiple case study involving five outsourced projects completed by one of the largest and most successful telecommunication vendors in China. The company was the client in three of the projects and the vendor in the other two.

Based on first‐hand observations by the first author over a two‐year period and follow‐up interviews, four scenarios of match and mismatch of psychological contract between the client and vendor are identified, labeled as mutual transaction, client vulnerable, vendor vulnerable, and mutual loyalty. Moreover, the effect of psychological contract in shaping organizational control and outsourcing outcomes in the four different scenarios is revealed. For example, mutual transaction was associated with an emphasis on outcome control by the client. In contrast, mutual loyalty was associated with more informal control (self‐control and clan control). Furthermore, in the cases of mismatch between the client's and vendor's psychological relationship, the client implemented more behavior control and encouraged self‐control by its partner.

This research is, to the best of the author's knowledge, one of the first attempts to bring together psychological contract theory and organizational control theory in the domain of IT offshore outsourcing research. It reveals the effect of psychological contract in shaping organizational control in the four different scenarios labeled as mutual transaction, client vulnerable, vendor vulnerable, and mutual loyalty.

This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.

Based on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.

The results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.

Our study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

In this paper, the authors have tried to propose an organizational antecedent’s model of sustainable entrepreneurial orientation. It is believed that firms with high degree of entrepreneurial orientation are more plausible to prosper. Therefore, the authors are looking on how they can use organization factor to achieve sustainable entrepreneurial orientation.

This study uses a multiple case-study approach while incorporating content analysis and interpretive structural modeling. After reviewing previous studies on entrepreneurial orientation and corporate entrepreneurship, multiple case study including six firms from different industries in Iranian economic context were studied to discover the main organizational antecedents of sustainable entrepreneurial orientation using content analysis. Furthermore, interpretive structural modeling methods were used to determine the relationship between realized antecedents.

The findings show that the organizational antecedents of sustainable entrepreneurial orientation are coaching, succession plans, organizational learning, chief executive office, professional staff, organizational alignment and key resources and capabilities. The proposed structural model shows the relationship between organizational antecedents of entrepreneurial orientation and coaching is determined as the building stone of sustainable entrepreneurial orientation.

Researchers believe that findings will help managers and practitioners on how to design organizational factors in their organization. Hence, they can strengthen factors that promote entrepreneurial orientation and make it sustainable to enhance organizational performance.

While entrepreneurial orientation construct is a well-recognized concept in the previous studies, little is known about its organizational antecedents. Current research identified model organizational antecedents to achieve sustainable entrepreneurial orientation.

Strategic flexibility (SF) has become an important factor for firm viability and success amidst uncertain and fast-changing environments. Firms should supplement their primary strategy with alternative ones to change courses of action whenever required. Despite these benefits, some firms are constrained by the high costs of investments. Hence, this paper aims to synthesize and systematically review extant empirical studies on SF and to provide suggestions for future research.

The authors conducted a systematic review following the Theory, Context, Characteristics, and Methods (TCCM) framework based on 88 journal articles from 34 high-ranking publications.

The study shows that extant SF literature focuses on antecedents and outcomes and draws on three main theoretical perspectives. It also presents a growing trend of SF literature in various contexts.

This study provides a systematic review of SF literature from both theoretical and empirical perspectives using the TCCM framework. It highlights the significance of SF in management research and global context.