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This study develops a conceptualization of NPD (new product development) complexity and explores how inter-organizational collaboration and conflict influence NPD performance.

An empirical examination tests the proposed relationships in the context of Korean manufacturing firms, which currently engage in NPD projects with their key partners. Structural equation modeling (SEM) was used to examine the hypotheses.

The findings suggest that a higher level of NPD complexity simultaneously calls for inter-organizational collaboration and conflict, and these two factors influence NPD performance in a conflicting manner: inter-organizational collaboration serves as a driver, and inter-organizational conflict acts as a barrier against NPD performance.

This study provides answers to the academic and practical calls by providing how NPD complexity should be managed in a way to increase NPD performance. This study provides insight into how manufacturing firms form inter-organizational collaboration practices and why they need to mitigate inter-organizational conflict.

The purpose of this paper is to explore a manufacturer's strategy to coordinate efforts of multiple suppliers' involvement in the product development process. The paper also proposes critical factors in determining the appropriate coordination strategy.

Based on the synthesis of the literature and relevant theories, a typology of coordination strategies is developed. Propositions are developed pertaining to the performance implications of the coordination strategies and the key determinants of the effectiveness of the coordination strategies.

Four ideal types of coordination strategies are: centralized‐programming, centralized‐feedback, decentralized‐programming, and decentralized‐feedback. Prior research and recently reported industry examples indicate that a manufacturer's coordination with multiple suppliers varies in terms of the information‐processing structure and the locus of control. The effectiveness of a manufacturer's coordination strategies is influenced by the extent of component modularity, product complexity, technology uncertainty, and the technical capability of suppliers.

The four coordination strategies involve trade‐offs on certain performance dimensions. Decentralized‐programming promotes process efficiency, while centralized‐feedback facilitates problem solving. Centralized‐programming favors integrative product design, while decentralized‐feedback favors innovation from supplier's technical expertise.

While research on supplier involvement in product development has primarily focused on a single supplier's integration in the process, this paper extends understanding of multi‐organizational coordination by applying information‐processing decision‐making theories to the product development context.

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.

This investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.

The results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.

This study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.

To fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performance

This paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

This study aims to examine the role of market orientation as a relationship property. This property, labeled “alliance market orientation”, is at the inter‐firm level and is related to the new product development (NPD) activities of alliances. The main objectives of this article are: to define the alliance market orientation; to argue that it is a major factor in NPD alliance success; and to argue that the resource‐advantage (R‐A) theory of competition can provide a theoretical foundation for this concept and explain its contribution to alliances' NPD success.

The paper is conceptual in approach.

In their efforts to strengthen relationships, alliances may tend to focus so much time on the relationship factors that they miss market opportunities. As a spanning process, NPD should be informed by both external and internal activities. alliance market orientation assists alliances in guiding NPD activities from outside to inside and vice versa. As a dynamic and disequilibrium provoking process, the R‐A theory of competition can theoretically ground the concept of alliance market orientation and explain its role in NPD alliance success.

This study contributes to business marketing theory in three ways: it extends the concept of intra‐organizational market orientation to an inter‐organizational context; the alliance market orientation concept contributes to understanding the role of idiosyncratic resources in alliances; and the R‐A theory of competition can theoretically ground the concept of alliance market orientation and provide insights to develop it further.

This study is the first to extend the concept of market orientation into inter‐organizational NPD framework and to examine the role of alliance market orientation in NPD alliance success.

This paper aims at investigating the link between inter-organizational relationships and innovation, discussing whether the probability to detect a greater innovation propensity of organizations increases with or without collaborative partnerships.

Drawing on secondary data provided by the Italian Institute of Statistics (ISTAT) about a representative sample of 8,967 Italian firms, three multinomial logit models and four logit models have been estimated, in an attempt to examine the effects of inter-organizational relationships on different types of organizational innovation.

A positive and statistically significant relationship between inter-organizational relationships and organizational innovation emerged from all the models which were arranged for the purpose of this study. Several categories of partners, including suppliers, universities and firms belonging to the same holding group, were found to be more effective in fostering the probability of organizational innovation. Interestingly, geographical proximity did not seem to influence the organizational propensity to innovate.

Even though further developments are needed to disentangle the complex link between inter-organizational relationships and organizational innovation, the former are likely to positively affect the innovation ability of organizations. From this point of view, it could be argued that partners perform as catalysts, which boost the knowledge creation process underlying the emergence of organizational innovation.

This is one of the first attempts to exploit the potential of multinomial logit models and logit models to investigate the effects of inter-organizational relationships on the propensity of organizations to innovate.

This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages.

The structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms.

There is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage.

This study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.

This study aims to (1) validate the efficacy of contractual and relational governance in enhancing operational performance and (2) explore the influence of product complexity on the effectiveness of these governance mechanisms, thereby determining the optimal approach for varying levels of product complexity.

By utilizing a comprehensive theoretical framework encompassing transaction cost economics, social exchange theory and contingency theory, this research explores the intricate interplay between governance mechanisms, product complexity and operational performance, drawing insights from a dataset comprising 246 responses within Mainland China’s manufacturing sector. To rigorously test the proposed hypotheses, this study employed a hierarchical regression analysis.

The findings of this study are summarized as follows: (1) while both contractual governance and relational governance have a significant impact on operational performance, relational governance is found to be more effective than contractual governance in enhancing operational performance; and (2) the moderation effect of product complexity is evident, as it weakens the impact of contractual governance while simultaneously enhancing the positive influence of relational governance on operational performance.

The study uncovers a moderation effect of product complexity on the relationship between governance mechanisms and operational performance. This finding adds an original contribution to the literature by highlighting how product complexity can interact with governance strategies, providing practical insights for industries dealing with varying levels of product complexity.

Understanding the factors that advance green innovation is crucial for firms to deal with the complexity of green innovation. In light of this, this study aims to explore the influence of supply chain knowledge, non-supply chain learning and corporate reputation on green innovation.

This study uses a quantitative research approach where data is gathered from managers of 208 small and medium enterprises in Ghana using survey questionnaires. The structural equation modeling is used to analyze the survey data.

The findings reveal supply chain knowledge relates positively with non-supply chain learning, corporate reputation and green innovation. Corporate reputation also impacts green innovation positively and provides partial mediation effect between supply chain knowledge and green innovation. Meanwhile, non-supply chain learning does not relate positively with green innovation as well as fails to mediate the impact of supply chain knowledge on green innovation.

This study contributes to knowledge in the mediating mechanisms of corporate reputation and non-supply chain learning between supply chain knowledge and green innovation. Through this, the authors propose a theoretical model to explain how firms can leverage supply chain knowledge, corporate reputation and non-supply chain learning to improve green innovation and can serve as the basis for further theoretical and empirical research in innovation and external sources of knowledge.

The purpose of this research is to investigate the causal mechanisms that explain the relationship between the long-term buyer–supplier relationship and buyer performance. Building on the growing body of research on social capital in supply chain management (SCM), the authors examine how a buyer achieves superior performance in forming the enduring partnership with a supplier through two different forms of supplier embeddedness: buyer–supplier dyadic embeddedness and supplier external embeddedness.

The bootstrapping method is utilized in data analysis to examine the mediating effects of the two different forms of supplier embeddedness simultaneously on the linkage between the duration of buyer–supplier relationships and buyer performance outcomes.

The authors find that the two forms of supplier embeddedness serve as distinct conduits for the buyer to translate the long-term buyer–supplier relationship into performance effectiveness. Notably, dyadic embeddedness only mediates the linkage between the duration of buyer–supplier relationships and buyer economic performance, while supplier external embeddedness solely mediates the linkage between the duration of buyer–supplier relationships and buyer innovation performance.

This study empirically demonstrates that different forms of supplier embeddedness may benefit a buyer differentially when directed at distinct performance goals. If a buyer can leverage both buyer–supplier dyadic embeddedness and supplier external embeddedness, the buyer will overcome value creation limitations of social capital from a single source, obtaining more comprehensive performance benefits sought by developing long-term buyer–supplier relationships.

The existing literature is fragmented across disciplines and does not provide a holistic, comprehensive view on how value is created, deployed and captured. This paper aims to provide a structured view of the current literature and facilitates a theoretical understanding of value creation and capture in buyer–supplier relationships.

A systematic literature review was conducted on 195 articles published in 21 leading journals in marketing, operations management and strategy disciplines.

An integrated, generalizable and expandable framework is proposed based on the causal or interactive relationship among four components, namely, dimensions of value creation; processes and interactions by which buyers and suppliers enable value creation; relationship characteristics that affect these components; and value capture. Two new areas for future studies are also suggested.

The findings are based on papers published in peer-reviewed academic literature. Future studies could include more heterogeneous publications in languages other than English and/or professional journals to compare scholars' and managers' perspectives.

This study offers simple, practical guidelines that managers can apply in their real-world situations to increase the value they gain from their relationships.

The framework does not pretend to be exhaustive because such an attempt would be impractical. Rather, this study provides practical examples for each component, and shows how additional concepts and constructs can be incorporated to make it inclusive and generalizable. Two new manners of value capture other than price negotiations are presented (volume and collaborative benefits).