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This paper sets out a taxonomy of the main factors influencing knowledge transfer (KT) between new product development (NPD) teams, based upon a sociotechnical approach whose framework consists of personnel, technological, work design, and external environment subsystems. The taxonomy was constructed from a literature survey combined with: (1) interviews and focus groups conducted with NPD experts and (2) a principal component analysis applied to a survey of 82 companies. Such steps were necessary because of the large amount of data collected from the literature review. They combine extensive explanatory descriptions from qualitative analysis together with strong confirmatory results given by multivariate quantitative analysis. The final set of 16 main factors summarized more than 100 elements of the NPD environment that influence KT between NPD teams. The key contributions of the proposed taxonomy are: (1) It is the first proposal of an organized understanding about KT influence factors based on a systemic and sociotechnical perspective; (2) New variables emerge from such analysis; and (3) It helps to understand better the elements needed for KT management in the NPD process.

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Purpose A comprehensive understanding about open innovation implementation is still lacking. In particular, a compilation of drivers and barriers for OI implementation is absent from the literature. Thus, the purpose of this paper is to identify critical success factors (CSFs) for OI implementation at the firm level. Design/methodology/approach A systematic literature review was conducted in order to identify CSFs for OI implementation in previously published literature. A total of 2,894 papers were identified, 156 of which were subjected to full independent analysis by the three authors. The following aspects were considered: research strategy, approach (empirical or theoretical) and objectives; theoretical background; methodological procedures; main results; and contributions to the literature. If the paper reported empirical research that included a description of actual OI implementation, additional aspects were analyzed: industry or sector of application; firm characteristics; success of OI implementation and OI tools and techniques reported. Findings A synthetizing framework with six thematic categories of CSFs was proposed: leadership, internal innovation capability, network and relationships, strategy, technology management, and culture. A total of 22 CSFs for OI implementation were identified within these categories. Originality/value The proposed framework is an attempt to systematically generate a comprehensive list of factors that impact OI implementation. As such, it can support the theoretical development of OI-related capabilities, and serve as basis for future research that investigates operationalization and measurement of such capabilities.

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Product–service systems (PSSs) have significant sustainability potential. However, limited knowledge is available on the choices to develop circular PSS solutions. The goal of this paper is to provide a circular innovation framework containing circular strategies to facilitate the decision-making in PSS circular innovation. A systematic literature review in combination with content analysis underpinned this research. The strategies were investigated in 45 PSS cases from the literature. A coding system was designed and employed to identify and organize the circular strategies and practices. The statistics techniques employed were frequency and co-occurrence analysis, which aimed to describe the synergies among strategies. The framework proposed contains twenty-one circular strategies. The practical perspective comprises the seventy-seven practices used for the operationalization of strategies. The framework can assist organizations in making strategic to tactical decisions when developing circular PSS solutions. The paper provides a panorama of the strategy applications among the PSS types. Finally, the research approach can be employed to continuously develop an understanding of the application of circular strategies in PSS and other fields.

The incorporation of tools into New Product Development (NPD) process tends to contribute to the implementation of Mass Customization strategy in companies. Different knowledge areas -such as marketing, design and engineering -offer tools for different stages of product development. The specificity of those tools makes their selection and application to NPD process difficult. This paper aims at carrying out a literature review of applicable tools in respect to the NPD aimed at MC promotion. It also aims at identifying, according to its objective, its localization and application to NPD process. By means of a systematic review, 39 tools for NPD were identified. The results present bibliometrics on the tools, identify four tool clusters according to their contributions to product development, and also identify opportunities for research about the theme.