The purpose of this paper is to provide a starting point in examining the relationship between product and process innovation beyond the industry and company level. This is the first study to integrate perspectives from contingency theory and the resource-based view of the firm to show how differences in resources and capabilities combined with the specific needs of the New Product and Process Development Projects, will influence the type of complementarity between product and process innovation. We develop a classification that defines seven unique complementarities between product and process innovation and illustrate them in a Product-Process Complementarity Map. This helps Product and Process Development Managers to visualize the variety of options companies have in their New Product and Process Development Projects. We advance our argument by identifying three contingency factors: technology trajectories, power of supply chain, potential and realized absorptive capacity. These three discrete, but interrelated resources and capabilities are widely referenced in the context of process industries that are likely to lead to different complementarity types. Finally, these two contributions are brought together in The Complementarity-Capability Matrix, where we propose seven complementarity strategies and resources and capabilities necessary to achieve them. The matrix was designed to contribute to our understanding of complementarities beyond the industry and company level and serve as a useful tool in decision making for managers that are facing New Product and Process Development Projects.

The viability of a sharing economy platform is determined by the central actor's ability to actively manage and, in the long term, maintain synergies between the value it creates and the value it appropriates. • Development of a multi-stakeholder network in the sharing economy is not selfgoverned, but rather a well-designed process that is developed and managed by the central actor. • We posit eight value-driving mechanisms through which the central actor can simultaneously increase platform stickiness (ability to draw in and keep stakeholders) and stakeholder profitability (ability to capture value from multiple stakeholders). • We integrate value-driving mechanisms in the Platform Stickiness-Stakeholder Profitability Framework that not only offers novel theoretical insights, but can also be used by practitioners to improve their stakeholder management strategies. • Our study extends the sharing economy literature into the B2B context by providing empirical insights into the UK's first-of-a-kind B2B platform that is disrupting the events industry.

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The management of the complementarity between product and process innovation has been discussed for five decades. The most recent advancement in the conceptual development uncovered different extents of complementarities occurring between product and process innovation at the project level. Prior literature suggested that facilitating a better interplay between these two types of innovation holds the potential for the development of a longlasting competitive advantage. Despite its theoretical and managerial importance, management of new product and process development (NPPD) projects with different extents of complementarity between product and process innovation remains poorly understood. To address this gap, we adopt perspectives from contingency theory and dynamic capabilities. Building upon Hullova, Trott and Simms's (2016) classification of complementarities we investigate the management of different complementarity types in four NPPD projects in the UK food and drink industry. We introduce empirically derived framework for identification, management and leveraging of the complementarity between product and process innovation. The framework identifies three critical capabilities and associated activities; 1) identifying the complexity and novelty of the project and assessment of internal and external resources and knowledge stocks, 2) deploying the most suitable integration mechanism(s) for the identified complementarity type and 3) leveraging of the knowledge and experience learned/acquired during the project. Jointly, these three intertwined capabilities act as a complementarity management tool for product and process development managers, enabling them to manage their NPPD projects portfolios more effectively.