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  • Author Accepted Manuscript_4S

    Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 89, 2020 DOI: 10.1016/j.indmarman.2020.02.025

    Accepted author manuscript, 1.35 MB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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How firms learn in NPD networks: The 4S model

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published
<mark>Journal publication date</mark>1/08/2020
<mark>Journal</mark>Industrial Marketing Management
Volume89
Number of pages13
Pages (from-to)446-458
Publication StatusPublished
Early online date9/03/20
<mark>Original language</mark>English

Abstract

This paper examines how firms learn in new product development (NPD) networks. While existing research in business and industrial marketing has significantly advanced our understanding of learning within single firms and in dyadic relationships, our knowledge of inter-firm learning across direct and indirect business relationships in NPD networks remains limited. We address this limitation by conducting multiple case study research to develop a more holistic understanding of learning in NPD networks that is captured in the proposed 4S model. Drawing on an integrated theoretical perspective and the empirical results of three case studies, we propose that firms engage in iterative cycles of syndicated, situated, selected and synergised modes of learning in NPD networks.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 89, 2020 DOI: 10.1016/j.indmarman.2020.02.025