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The purpose of this paper is to investigate the effects of two formal controls, namely target rigidity and process autonomy, on team adaptability and project success in new product development (NPD) projects. Target rigidity refers to performance goals that are non-negotiable once they have been set. Process autonomy refers to the extent to which a project team is free to choose ways to achieve its goals. Team adaptability is considered a key factor that explains the relationship between formal controls and project success.

Two separate models related to resource and cost measures are analysed, since different target types may influence managerial perceptions. This study uses data collected from a survey with 113 project managers as respondents.

The findings show that target rigidity and process autonomy support team adaptability. Furthermore, team adaptability mediates the impact of formal controls on project success. The effects are more pronounced for cost targets as compared to resource targets.

Firms can increase project success by using formal controls in such a way that they allow project managers to provide their teams with motivating guidelines (target rigidity) and discretion (process autonomy) to adapt to new circumstances.

This study reveals the impact of formal controls on NPD project success through team adaptability. A balanced use of target rigidity and process autonomy may help improving NPD project success.

The purpose of this study is two-fold: to determine the extent to which companies’ efforts aimed at sustainable business practices consider stakeholders in their organisations and business networks, the marketplace and society; and to validate or refute a stakeholder framework of business sustainability efforts within focal companies, the marketplace, society and business networks.

The study is based on a questionnaire survey targeting large companies across industries and sectors in Spain. The sample consisted of 231 companies generating a useable response rate of 38.5 per cent. Exploratory factor analysis was performed on a cross-industry sample to test a five-dimensional framework.

This study reports on the validation of initial and refined factor solutions. The factor analysis confirmed five stakeholder dimensions related to business sustainability efforts of organisations, their business networks, marketplace and society. The validated results indicate satisfactory convergent, discriminant and nomological validity and reliability through time and across contexts.

The stakeholder framework in connection with business sustainability efforts in supply chains consisting of five factors was validated: the focal company, downstream stakeholders, societal stakeholders, market stakeholders and upstream stakeholders. Suggestion for further research is provided.

The validated framework of stakeholders allows an insight into the environment in which stakeholders operate and how they influence the focal company.

The manuscript contributes to the validation of a stakeholder framework of business sustainability efforts within focal companies, their business networks, the marketplace and society. The measurement properties provide support for acceptable validity and reliability across contexts and through time.

The purpose of this paper is to test the structural properties of a stakeholder research model of focal company business sustainability and the associated consideration of upstream, downstream, market and societal stakeholders.

Based on two industrial business samples in Norway and Spain, partial least squares– structural equation modelling (PLS-SEM) was applied to empirically test a research model consisting of five stakeholder constructs.

The model was tested in Norway and validated in Spain. An analysis of the path coefficients and levels of significance shows that all relationships in the research model were significant and meaningful.

This paper develops a model that explains and predicts company considerations of other stakeholders in the business sustainability efforts within supply chains (both upstream and downstream) and also beyond in the market and society.

The results of this study can guide companies in structuring, planning and implementing business sustainability in their supply chains, the marketplace and the society. It can also provide a foundation for monitoring and follow-up assessment of corporate decision-making.

This study contributes to supply chain management (SCM) and stakeholder theory to establish a framework for business sustainability with respect to company stakeholders in supply chains.

The purpose of this paper is twofold: to determine the extent to which companies’™ efforts of sustainable business practices consider stakeholders within their organisations, business networks, the marketplace and society, and to develop and test a stakeholder construct in the context of companies’™ business sustainability efforts within their business networks, the marketplace and society by identifying underlying dimensions and items.

A mixed-method approach was used. First, qualitative research involving a case study approach was followed so as to describe how companies in different industries in Norway implement and manage sustainable business practices. This was followed by a quantitative research phase to empirically measure and test a stakeholder construct in the context of business sustainability efforts, which is reported here.

The results report both an initial factor solution as well as a refined factor solution. The factor analyses confirmed five stakeholder dimensions related to business sustainability in a cross-industry sample of organisations, their business networks, marketplace and society. These include: the focal company, downstream stakeholders, societal stakeholders, market stakeholders and upstream stakeholders. The results indicate satisfactory convergent, discriminant and nomological validity, as well as reliability of each dimension.

The study provides a stakeholder construct in the context of business sustainability efforts in focal companies and their business networks, the marketplace and society, based upon five common dimensions. The multi-dimensional framework may be used in both qualitative and quantitative research in future. It may also be used to assess stakeholders’™ business sustainability efforts.

The multi-dimensional framework is useful for practitioners to obtain an indication of stakeholders’™ business sustainability efforts in relation to focal companies and their business networks, the marketplace and society.

The study provides a general stakeholder construct in the context of business sustainability efforts in business networks, the marketplace and society. The proposed framework can be incorporated in further studies and could be used to assess the general status of stakeholders’™ sustainability efforts in their networks, the marketplace and society.

Conventional theories of market entry assume choice availability. This investment assumption is subject to challenges in the power generation market of an emerging economy where the host government controls most key resources and market entry choices. With such constraints, entrants become heavily dependent on their host country partners. This study investigates how the resource dependency frameworks explain better in respect of some US power generation firms that manage to operate electricity facilities in China whereas some have to abort. Using cross‐case analysis, patterns emerged illustrate how two groups of entrants manage key resources differently.