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From conflict to crisis in collaborative NPD

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  • Lynch, Patrick
  • O'Toole, Thomas
  • Biemans, Wim

Abstract

While manufacturer–supplier co-development of projects can contribute shared knowledge and expertise, such commitment also presents managerial challenges, particularly where crisis threatens the entire project. This paper explores how crisis is manifested, amplified, handled, and its outcomes in two longitudinal case studies, one between a food manufacturer and its packaging supplier and another between a window manufacturer and its software supplier. The analysis, the first to focus on co-development crisis, results in a better understanding of crisis episodes and in propositions around the crisis management challenges in co-developing new product projects.

Suggested Citation

  • Lynch, Patrick & O'Toole, Thomas & Biemans, Wim, 2014. "From conflict to crisis in collaborative NPD," Journal of Business Research, Elsevier, vol. 67(6), pages 1145-1153.
    • Handle: RePEc:eee:jbrese:v:67:y:2014:i:6:p:1145-1153
    DOI: 10.1016/j.jbusres.2013.05.019
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    Cited by:

    1. Bodolica, Virginia & Spraggon, Martin & Zaidi, Sahar, 2015. "Boundary management strategies for governing family firms: A UAE-based case study," Journal of Business Research, Elsevier, vol. 68(3), pages 684-693.
    2. Natalia Strobel & Jan Kratzer, 2017. "OBSTACLES TO INNOVATION FOR SMEs: EVIDENCE FROM GERMANY," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(03), pages 1-28, April.
    3. Samra, Yassir M. & Zhang, Haisu & Lynn, Gary S. & Reilly, Richard R., 2019. "Crisis management in new product development: A tale of two stories," Technovation, Elsevier, vol. 88(C).

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