The results of this study should be interpreted with caution because of certain limitations. First, we relied entirely on cross-sectional data, which limited our ability to make causal predictions. Therefore, longitudinal data, despite several inherent problems, might help to increase confidence in the results (Rindfleisch et al., 2008). Second, we employed Singh’s (1986) typology of slack. Future studies should adopt other typologies such as that of George (2005) to reconfirm the moderating effect of slack. Third, our sample was confined to the hi-tech industry, in which proactive MO and radical innovation are relatively widespread and accepted. Future studies are encouraged to extend the study and its implications to other industries to reinforce confidence in the generalizability of the findings. Fifth, this study explored the effects of proactive and responsive MO on product and process innovation performance. However, the riskiness and difficulty of different product or process innovation projects could be varied. As Ettlie et al. (1984) suggest, the innovation types can also be distinguished between radical and incremental: radical represents groundbreaking or maybe even revolutionary ones, whereas incremental stands for an improvement of an already existing process or product. Specifically, both product and process innovation can further be divided into radical or incremental innovation. This can offer a research direction for subsequent MO studies. Finally, our model was relatively simple because the exogenous variables were MO and slack. Future research can expand and enrich our model by including management factors such as transformational versus transactional leadership (Strang, 2011) and the personality traits of leaders (Huang et al., 2015).
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