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The purpose of this paper is to examine which communication contexts – virtual or traditional interactions – is more disruptive or beneficial to the effects of intragroup conflicts on team performance.

A laboratory experiment was conducted comparing 22 face‐to‐face (FTF) teams, 22 videoconference (VC) teams and 22 computer‐mediated communication (CMC) teams over a month.

Results showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.

This study concludes with a discussion of the obtained results in terms of their implications for traditional and virtual team managers, taking into account the limitations provided by the student sample used.

The paper sheds light on the beneficial impact of task conflict and process conflict on team performance in traditional contexts in several stages of teamwork, and it provides new evidence for hopeful expectations for virtual teams.

This study aims to offer a bibliometric analysis of the already substantial and growing literature on global virtual teams (GVTs).

Using a systematic literature review approach, it identifies all articles in the Web of Science from 1999 to 2021 that include the term GVTs (in the title, the abstract or keywords) and finds 175 articles. The VOSviewer software was applied to analyze the bibliometric data.

The analysis revealed three dialogizing research clusters in the GVTs literature: a pioneering management information systems and organizational cluster, a general management cluster and a growing international management and behavioural studies cluster. Furthermore, it highlights the most cited articles, authors, journals and nations, and the network of strong and weak links regarding co-authorships and co-citations. Additionally, this study shows a change in research patterns regarding topics, journals and disciplinary approaches from 1999 to 2021. Finally, the analysis illustrates the position and centrality in the network of the most relevant actors.

The findings can guide management practitioners, educators and researchers to the most meaningful clusters of publications on GVTs, and help navigate and make sense of the vast body of the available literature. The importance of GVTs has been growing in the past two decades, and Covid-19 has accelerated the trend.

This study provides an updated and comprehensive systematic literature review on GVTs. To the best of the authors’ knowledge, it is also the first systematic literature review and bibliometry on GVTs. It concludes by suggesting future research paths.

Although the importance of teamwork competencies and effective conflict management in entrepreneurship education is recognised, we have limited knowledge of how these factors interact to influence performance in entrepreneurial teams. This research explores teamwork competencies as a predictor of entrepreneurial team performance and the moderating effect of emerging cognitive and interpersonal team conflict as levers in entrepreneurship learning.

A time-lagged survey method was used to collect data from 49 teams (156 individuals) of undergraduate students in an experiential new venture creation course. A predictive model of entrepreneurial team performance through hierarchical regression analyses and moderated-moderation analyses was tested.

Results reveal that teamwork competencies have a significant and direct influence on entrepreneurial team performance and that intragroup conflict strengthens that relationship when high levels of cognitive conflict and low levels of interpersonal conflict emerge.

The findings have implications for the design of entrepreneurial training programs, which will benefit from interventions aimed at teamwork competency development that incorporate strategies promoting constructive cognitive conflict while preventing the emergence of interpersonal conflict.

This study is a step forward in entrepreneurship education research from the perspective of social and interpersonal processes by identifying the patterns of intra-team conflict that lead to more effective entrepreneurial teams and more productive use of teamwork competencies in a learning-by-doing entrepreneurial context.

The manager is to innovation what innovation is to organizations. Driven by this axiom, researchers and practitioners have turned their attention to the drivers of innovative work behavior of managers. In this study, we investigate whether organizational-based job attitudes (workplace belongingness and management support) are related to the innovative work behavior of managers directly or through the underlying mechanism of intrapreneurial intention.

Data were gathered from 201 managers working in various industries in Kosovo. Using structural equation modeling, we tested how management support (MS) and workplace belongingness (WB) are related to innovative work behavior (IWB) as a direct relationship and mediated by intrapreneurial intentions (INI).

The study's findings reveal that the relationship between workplace belongingness and innovative work behavior is positive and significant. The relationship between management support and innovative work behavior is insignificant, but intrapreneurial intention fully mediates this relationship. The strongest relationship attested is between intrapreneurial intention and innovative work behavior, supporting the attitude-intention-behavior nexus.

Our study is limited to a single-country, cross-sectional study, which hinders generalization and is susceptible to reverse causation.

Our study sheds light on the attitude-intention-behavior chain and provides insights for fostering innovative work behavior among managers. This is the first study to test the influence of management support and workplace belongingness as attitudes on innovative work behavior of managers from the lens of place attachment theory and perceived organizational support theory.

The purpose of this paper is to identify factors promoting innovation in the framework of R&D based on surveys conducted on firms in five ASEAN countries, Indonesia, Laos, Thailand, the Philippines, and Vietnam.

The analytical method divided sample firms into two categories, namely, “the R&D group” and “non-R&D group.” The analysis attempts to identify which of the internal capabilities, consisting of technology, human factors and organization factors, promote innovation. Ordered probit analysis is employed.

Findings from the estimations indicate that the two groups pursue product innovation differently. The R&D group promotes innovation by cross-functional teams of production, engineering, and marketing and IT use, whereas the non-R&D group promote product innovation by HRD programs for workers, group awards for suggestions or QC, and ISO9000 series.

The number of samples related to the non-R&D group is too small to conduct statistical analysis. External linkages played an important role in the authors’ previous studies. The introduction of external linkages into the model may yield different results, though the analysis would become more complex.

The results of this paper provide the solid basis of policy to promote innovation and upgrading SMEs in the region.

Many ASEAN SMEs successfully achieve innovation without owning specified in-house departments or sections to conduct R&D.

The features of this paper lie in the original firm-level survey data and rigorous estimation method using ordered probit analysis, which are new to this literature.

This study aims to identify how Spanish consumers’ extrinsic preferences for food have evolved by examining the extant literature on food preferences in Spain, focusing on food-related attributes and food-related values.

This study is based on a synthetic review of the extant academic literature on Spanish consumer preferences for food-related attributes and food-related values from the mid-20th to the 21st century. This study uses key economic and social milestones that are most likely to influence food value chain actors to show how consumer preferences have evolved over the study period.

Spanish consumer food attribute preferences expanded as the food sector of the nation continued to grow, and value preferences showed a similar pattern from the mid-20th to the 21st century. The drivers of these preferences were trust, lifestyle, education (campaigns), sociodemographic factors and purchasing power.

Evaluating the extant literature’s contribution to consumer preferences for food-related attributes and values is important because it can aid in understanding the hierarchy and variety of consumers’ food preferences as well as the factors that drive these preferences. To the best of the authors’ knowledge, this study is the first to explore how Spanish consumer preferences evolved between the mid-20th and 21st centuries.

Europe’s outermost regions are often geographically isolated, and they face challenges when it comes to fostering innovation. This study aims to evaluate the impact of Science and Technology Parks (STPs) on the stimulation of innovation performance and the regional development of innovation in the outermost European regions. This study contributes to the development and interpretation of STP literature, which is especially relevant for policymakers operating within these regions.

We collected the data from six Regional Innovation Scoreboard reports (RIS, 2012; RIS, 2014; RIS, 2016; RIS, 2017; RIS, 2019; and RIS 2021), available at https://ec.europa.eu, for the following outermost regions of Europe: the Autonomous Regions of Azores and Madeira (Portugal), the Canary Islands (Spain) and the Outermost Regions of France, which encompass Martinique, Mayotte, Guadeloupe, French Guiana, Saint-Martin and Reunion Island.

The results demonstrate that, for STPs to positively impact regional policies for innovation and regional development, policymakers must make significant investments into research and development (R&D). The outermost European regions display characteristics that negatively affect innovation performance and regional development. Furthermore, we found that innovative products and services are negatively affected by these regions, as they deploy only a limited number of resources. We also conclude that the impact of STPs on the outermost European regions depends on the policies of regional governments. STPs represent important inputs to formulating and implementing innovation strategies for regional development.

This study has some limitations. This research only analyses the European Union's (EU’s) outermost regions, and we have only included data extracted from the Regional Innovation Scoreboard from 2007 to 2021. Disaggregated data for the five outermost regions in France was not available. This would have increased the sample and made the results even more robust, had the information been available.

The results propose that regional actors in the outermost regions (industry–government–academia) better articulate their resources (which are more scarce) and their priorities with regard to Science, Technology and Innovation, thus accelerating innovation and development of their regions.

In this panel data study, we adopt a methodology that enables the evaluation of STP performance under different levels of intensity of gross domestic expenditure on research and development activities in the context of the RIS. In this study, the RIS refers to the peripheral regions of the EU. This study therefore aims to evaluate the impact of STPs in stimulating innovation performance and regional development in the outermost regions of Europe.

The purpose of the study has been to fill the gap detected in the literature and to analyze whether the application of management of R&D in accordance with UNE 166002:2021 allows companies to obtain higher product innovation and better performance, specifically incremental and radical product innovations.

The population used in this study included Spanish manufacturing organizations that were active, had more than 50 employees according to the SABI. The information was collected through a structured questionnaire previously tested using a company specializing in the sector under the supervision of the authors. A total of 1,154 companies were randomly contacted in order to reach an acceptable number of 225 valid questionnaires. The data analysis has been carried out with structural equation methodology.

The results obtained with a sample of 225 companies show that the application of this standard for innovation management promotes the development of new products with incremental and radical changes, and improves business performance. It has also been found that incremental and radical product innovations mediate the relationship between this standard and performance.

Firstly, the survey is only addressed to the company's operations manager. Secondly, the sample used is cross-sectional, whereas innovation management implies a broad implementation process.

Managers must know that radical and incremental product innovation can improve the company's operational performance. And the most direct implication of this work is that, those companies that are committed to the development of innovations should seriously consider the application of the principles incorporated in Standard 166,002, as an instrument that improves the results of innovation in the organization. Since this SIMS promotes both types of innovations, it improves results directly and indirectly through these product innovations.

The existing literature indicates that no empirical study has focused on the benefits of this SIMSs for innovation and BP. This paper fills this gap detected in the literature and analyzes the results of the implementation of this standard on incremental and radical product innovations and business performance.