2014
DOI: 10.1111/radm.12056
|View full text |Cite
|
Sign up to set email alerts
|

Exploring the contribution of innovation intermediaries to the new product development (NPD) process: a typology and an empirical study

Abstract: In the "knowledge economy" upheld by the European Lisbon strategy, knowledge-intensive services are considered a key driver for innovation and competitiveness. A category of knowledge-intensive services that has become of utmost importance in the last few decades is New Product Development (NPD) services, which interconnect distant knowledge domains with the client firms. In addition to NPD service providers, webbased innovation intermediaries have started to help innovative firms access dispersed bodies of kn… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

1
32
0
1

Year Published

2016
2016
2022
2022

Publication Types

Select...
7
2

Relationship

0
9

Authors

Journals

citations
Cited by 64 publications
(39 citation statements)
references
References 49 publications
1
32
0
1
Order By: Relevance
“…The findings are relevant to other professional service firms that provide digital services. Along with their technological and marketing capabilities, managers of these firms ought to hone their CCs in assisting clients to deal with internal challenges, and achieve knowledge integration across the service ecosystem more efficiently and effectively (Colombo, Dell'Era, and Frattini, ; Verona et al, ). To achieve this, managers can direct attention in their firms to implement client engagement processes centered on personalizing client services, building client peer networks, fostering client skills and expertise, and co‐developing technology with clients, along with a clear emphasis on developing integrated service processes and creating long‐term sustainable value.…”
Section: Managerial Implicationsmentioning
confidence: 99%
“…The findings are relevant to other professional service firms that provide digital services. Along with their technological and marketing capabilities, managers of these firms ought to hone their CCs in assisting clients to deal with internal challenges, and achieve knowledge integration across the service ecosystem more efficiently and effectively (Colombo, Dell'Era, and Frattini, ; Verona et al, ). To achieve this, managers can direct attention in their firms to implement client engagement processes centered on personalizing client services, building client peer networks, fostering client skills and expertise, and co‐developing technology with clients, along with a clear emphasis on developing integrated service processes and creating long‐term sustainable value.…”
Section: Managerial Implicationsmentioning
confidence: 99%
“…The movement to share scientific knowledge through the then nascent medium of print in the 1660s resonates today in Open Source Software development, Open Innovation approaches, innovation intermediaries, living‐labs, crowdsourcing (Mortara, ; Bucheler and Sieg, ; Franzoni and Sauermann, ; Colombo et al, ) and the calls for open access to scholarly research and the ethos of science as a public good (Willinsky, , ; Nielsen, ). In 2010, the first Open Science Summit was held, in Berkeley, California, to discuss the role of science in the 21st century and the wide‐ranging implications of making all research freely available to anybody to use and reuse as they see fit (Delfanti, ).…”
Section: Open Science Open Innovation and Societal Challengesmentioning
confidence: 99%
“…In contrast, other case studies on innovation intermediaries have constantly focused on one function of intermediaries, i.e., forecasting (Lichtenthaler, 2013;Chunhavuthiyanon and Intarakumnerd, 2014), scanning and information processing (Malik, 2012), brokering (Tan et al, 2010;Feller et al, 2012), and networking (Colombo et al, 2014) without describing other possible combinations. In this section, we first analyse how intermediation roles differed along the innovation journey.…”
Section: The Role Of Intermediaries In Collaborative Environmental Prmentioning
confidence: 99%