{'fraction_non_alphanumeric': 0.015209125475285171, 'fraction_numerical': 0.003041825095057034, 'mean_word_length': 6.191256830601093, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 1, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures

With a sample of new technology ventures in China, we investigated the contingent effect of strategic decision comprehensiveness on new product performance and product quality. The relationship between strategic decision comprehensiveness and new product performance was negatively moderated by technology uncertainty but positively moderated by demand uncertainty. The effect of decision comprehensiveness on new product quality was positively moderated by demand uncertainty but unaffected by technology uncertainty. The comprehensiveness-performance link emerges as more complex than previous research has shown. A key distinguishing characteristic of the strategic management discipline is the emphasis it places on firms’ competitive environments. Firms are viewed as information-processing or interpretation systems that scan and collect data from their environments, interpret the data, and then learn by acting upon the interpretation (Daft & Weick, 1984). This notion is central to the contingency perspective that underlies information processing theory. According to the contingency perspective, the fit between the information-processing requirements facing a firm and the information-processing capac