How do innovation intermediaries add value? Insight from new product development in fashion markets

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Date: Jan. 2011
From: R & D Management(Vol. 41, Issue 1)
Publisher: Wiley Subscription Services, Inc.
Document Type: Report
Length: 175 words

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Abstract :

To authenticate to the full-text of this article, please visit this link: Byline: Yen Tran (1), Juliana Hsuan (2), Volker Mahnke (3) Abstract: Innovation intermediaries are increasingly being used in practice, but there is little concrete theoretical guidance on when and how they add value to client's new product development (NPD) processes. This paper develops propositions on innovation intermediaries value-added based on a detailed case study of an innovation intermediary's relations to three major clients in the European apparel fashion industry. We identify key contingencies to an innovation intermediary's value added (e.g. NDP speed and complexity of involvement). We also suggest a framework that specifies when a combination of four types of specific intermediary capabilities (best-cost capabilities, timing-capabilities, market-response capabilities, and product solution capabilities) increases value added in clients' NDP processes. Author Affiliation: (1)Heriot-Watt University, School of Management and Languages, Edinburgh, EH14 4AS, United (2)Copenhagen Business School, Department of Operations Management, Solbjerg Plads 3, DK- 2000 Frederiksberg, (3)Copenhagen Business School, Department of International Economics and Management, Porcelaenshaven 24A. DK - 2000

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Source Citation   

Gale Document Number: GALE|A245053140