Exploitative learning in project teams: Do cognitive capability and strategic orientations act as moderator variables?

• This study examines193 NPD project teams in Taiwanese IT firms. The relationship between exploitation and NPD efficiency is analyzed incorporating four new moderators, including A-shaped skills, T-shaped skills, strategic mission rigidity, and strategic consensus.
• The results reveal that the relationship between exploitation and NPD efficiency is positively moderated by managerial strategic consensus and the T-shaped skills of team members.
• Our findings suggest that NPD project teams engaging in exploitation are likely to yield improved NPD efficiency when the T-shaped skills of team members and strategic consensus between managers are present.

This research aims to advance our understanding of the relationship between exploitative learning and new product development (NPD) efficiency by investigating four novel contextual variables. Based on a survey of 193 NPD projects in information technology firms located in Taiwan, we used hierarchical moderated regression analysis to test our research hypotheses. The results reveal that the relationship between exploitation and NPD efficiency is positively moderated by managerial strategic consensus and the cognitive capabilities of team members. Our findings suggest that NPD project teams engaging in exploitation yield improved NPD efficiency when the cognitive capabilities of team members and strategic consensus between managers are present. If firms desire to leverage exploitation to succeed in the highly volatile IT industry, they must recognize and create conditions under which exploitation will bring about desirable outcomes.