This research examines the impacts of relationship-based antecedents (e.g., procedural justice) and character-based antecedents (e.g., transactional leadership) on managerial trust in new product development (NPD) teams. The moderating impact of environmental turbulence on team performance is also investigated. Using data from 107 NPD projects in Turkey, we find that procedural justice, distributive justice, and transformational leadership are significantly related, and conflict is negatively related to managerial trust. We also find that managerial trust is significantly related to product success and team learning under both high and low environmental conditions, but it is significantly related to speed-to-market only under highturbulent conditions. We conclude by discussing the theoretical and managerial implications.

PurposeThe purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover answers to the following questions: First, can the procedural justice climate level be used to predict NPD team outcomes such as product performance and product creativity? Second, what NPD team characteristics can be leveraged to improve the justice climate?Design/methodology/approachA theoretical model was developed and tested on the survey data collected from 93 product managers of Turkish companies. The product managers who participated in this study represented various industries, including those of telecommunications, food, material, software, machinery, chemicals, and service technologies.FindingsStatistical analyses demonstrated that stability, collectivism, and moderate‐level functional diversity of teams were significantly related to the procedural justice climate. In addition, procedural justice climate had significant positive impacts on new product creativity and speed to market. Such impacts were found to be more significant with regard to high‐turbulence conditions.Originality/valueThis paper is the first attempt to explore the role of procedural justice in NPD teams.

This paper investigates the determinants of quality of decision implementation. By drawing on a sample of 116 firms located in Turkey, we test whether the features of important team processes (i.e., trust and participation), of the organization (i.e. past performance) and of implementation (i.e., its speed and uncertainty) exert an influence on the quality with which decisions are implemented. Exploratory and confirmatory factor analyses were used to test the validity of the measures, while path analysis was used in hypotheses testing. The results suggest that quality of decision implementation is positively related to trust, participation and past performance, and negatively to implementation speed and uncertainty. The implications of these findings for theory, practice and general management are discussed.

The integrated practice of strategic management, that is the use of the three components of the strategic management process (formulation, implementation, and evaluation) does matter. Firms should plan intensively and pay attention to choosing strategic planning tools that best fit their needs. No matter how sound the formulated plans are, firms will not benefit if these plans are neither implemented nor evaluated correctly. The harder firms practice strategic management, the better their performance and competitiveness will be.

Previous research has reported inconsistent findings concerning the relationship between strategic planning and organizational performance and pointed out that a reason for this ambiguity is the fact that most research has traditionally focused on the direct effects of strategic planning on performance, taking insufficient consideration of the influence of several contextual variables on this relationship. Following this observation, this study adopts the perspective of contingency theory and develops six hypotheses predicting that strategic planning is positively related to organizational performance only when the two contextual variables of organizational structure and environmental uncertainty are aligned individually and jointly with the strategic planning process. Data were collected on senior executives and managers involved in formulating strategies in the United Arab Emirates (UAE) enterprises and analyzed by using multiple regression analysis involving moderated moderation. Results supported all the six hypotheses, confirming the central assumption of the present study that, at least in the UAE setting, a holistic or multivariate fit approach to contingency theory can shed light on the planning–performance relationship. The theoretical and managerial implications of the study findings are finally discussed.