The use of management control to focus organizational attention on startups: orchestrating NPD speed and coordination flexibility to improve performance

Purpose This article analyzes the role of the use of management control (MC) to focus organizational attention on startups, orchestrating new product development (NPD) speed and coordination flexibility to improve new product performance (NPP) and organizational performance. Design/methodology/approach A survey on Brazilian educational technology startups (edtechs) was conducted, and partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data. Findings The research findings reveal that the use of MC to focus organizational attention positively influences NPD speed and coordination flexibility, improving NPP and, consequently, organizational performance. Furthermore, the findings suggest several organizational configurations that lead to high NPP and organizational performance. Originality/value Startups operate in fast-paced environments with scarce resources, making innovation a challenge and increasing the risk of early failure. One way for them to orchestrate NPD speed and coordination flexibility is through the use of MC. Although the MC and NPD literature is more consolidated, less is known about the “speed” dimension. Similarly, the MC literature has focused on the effects on strategic flexibility, and there is less evidence available on coordination flexibility. Furthermore, the possible effects of MC, NPD speed and coordination flexibility on NPP and organizational performance of startups require further discussion.