Journal of Product Innovation Management最新文献

{"title":"Decisions Under Radical Uncertainty: The Role of Volitional Liminality in Radical Innovation","authors":"José Antonio Rosa,&nbsp;Marcelo F. de la Cruz Jara,&nbsp;Jelena Spanjol","doi":"10.1111/jpim.70012","DOIUrl":"https://doi.org/10.1111/jpim.70012","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Academic Summary</h3>\u0000 \u0000 <p>Radical innovation management can be understood as an organizational practice that enacts distant futures, which are open-ended and unknowable. Such radical innovation endeavors are thus characterized by <i>radical uncertainty</i>, where possible futures are not only quantitatively but qualitatively different from the present, and probabilities are not available to decision-makers. As a result, firms might (need to) pursue innovation initiatives that engender incongruent visions of the future. Yet, the innovation management literature is currently unable to cogently explain why and how firms can believe and deliberately act toward incongruous futures. In this article, we develop a conceptual account providing an explanation for such sustained behaviors. We do so by integrating conviction narrative theory (CNT) and radical innovation management literature and proposing the novel concept of volitional liminality as well as a set of practices that innovation managers can leverage toward sustaining this radical innovation management capability.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Radical innovation is not about predicting the future but about creating it. Unlike incremental innovation, where probabilities and forecasts can guide decisions, radical innovation takes place under radical uncertainty: the future is not only unknown but may unfold in ways fundamentally different from today, leading firms to pursue initiatives pointing to multiple, even conflicting, futures. Our research shows that managers can act deliberately in such situations. Narratives (i.e., stories that link present actions to imagined futures) play a central role in reducing uncertainty and sustaining long-term commitment. We introduce the concept of <i>volitional liminality</i>, the capability to operate at the threshold of incongruent futures without prematurely closing options. This ability requires more than cognitive analysis; it relies equally on emotions and social interaction. Managers can strengthen this capability in practical ways. For example, they can build team environments that normalize setbacks, encourage curiosity-driven exploration, and promote trust as a foundation for collaboration. Managers can design leadership approaches and organizational processes that balance accountability with the flexibility needed to adjust course. Finally, organizations can actively involve diverse stakeholders across functions, hierarchies, and external partners to shape and test competing visions of the future, ensuring that innovation efforts remain resilient and adaptable.</p>\u0000 </section>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 4","pages":"592-615"},"PeriodicalIF":8.0,"publicationDate":"2026-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148221762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Realizing Latent Use Contexts: Innovation Ecosystem Strategies to Drive Growth and Sustainability","authors":"Wei Zhang,&nbsp;Liyan Wang,&nbsp;Steven White,&nbsp;Yuxuan Xie,&nbsp;Lingxiao Qian","doi":"10.1111/jpim.70023","DOIUrl":"https://doi.org/10.1111/jpim.70023","url":null,"abstract":"<div>\u0000 \u0000 <p>Firms face pressure to balance economic performance with environmental and sustainability goals. This study examines how firms may design and manage innovation ecosystems to achieve these dual objectives. Through a longitudinal embedded case study of CATL—a global leader in EV batteries—we investigate how the firm strategically designs and manages innovation ecosystems to drive growth and enhance sustainability impact. We show how CATL expanded beyond its core products into new use contexts, including shipping, mining, and value-chain operations, through ecosystem-based collaboration. We identify four growth modes: traditional core product innovation and three ecosystem-based modes that have generated system product innovations, value innovations, and value-chain process innovations. These create value for paying customers and broader societal stakeholders while supporting CATL's financial and sustainability objectives. We also reveal how CATL's internal project management processes facilitate the construction and evolution of multiple innovation ecosystems. Conceptually, we extend innovation ecosystem research by distinguishing latent (potential) from manifest (realized) use contexts and theorizing how firms use ecosystems to convert one into the other. The study contributes to research on sustainability-oriented innovation and offers practical insights into how firms can strategically build and manage portfolios of innovation ecosystems to scale both economic performance and sustainability impact.</p>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"495-515"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Steering the Sustainability Course of Innovation Portfolios: An Agile Control Perspective","authors":"Leonie Müller,&nbsp;Tobias Röth,&nbsp;Patrick Spieth","doi":"10.1111/jpim.12804","DOIUrl":"https://doi.org/10.1111/jpim.12804","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;p&gt;Although innovation portfolio management (IPM) and agility are central to managing portfolio sustainability, we know little about how strategic actors can control the innovation portfolio to do so. Although strategic actors must address both portfolio sustainability and economic portfolio performance, the literature tends to investigate both consequences of IPM in separation. Moreover, research tends to conceptualize agility as a higher-level ability to sense and react to changes, ignoring how strategic actors use agility for target-oriented steering of innovation portfolios. In response, this study investigates the following research questions: How can an agile approach to the levers of control be conceptualized and measured? How does agile control relate to both portfolio sustainability and performance? We synthesized the literature on sustainability, agility, and the levers of control in IPM to develop a novel conceptualization of agile control. Agile control refers to formal mechanisms that strategic actors use to direct attention, motivate, and encourage others to innovate with a strict customer focus while adapting flexibly and quickly to changes. Further, based on a four-step scale development process encompassing four distinct samples, we identified, purified, validated, and tested a new measurement instrument for agile control in IPM. Results of an additional analysis show that agile control is positively related to portfolio sustainability and performance. Therefore, we contribute to and extend research on sustainability, agility, and levers of control in IPM.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Firms are encouraged to adopt agile control in innovation portfolio management (IPM). Agile control fosters continuous interaction across hierarchical levels, enhances employee motivation, and ensures innovation efforts remain aligned with both customer needs and sustainability objectives. To address environmental pressures such as regulatory change, increased transparency demands, and knowledge gaps, firms should embed sustainability principles directly into their IPM practices. Practitioners can benefit from using our agile control measurement scale to assess their current capabilities. This diagnostic tool enables firms to identify constraints, benchmark strategies, and implement targeted improvements. These practices contribute not only to firm-level improvements but also to broader industry transformation. As organizations develop and market more environmentally sustainable innovations, they help raise awareness among customers and set new standards within their sectors. Over time, this can lead to a self-reinforcing cycle of sustainability, where innovation drives continuous improvement in both environmental impact and long-term bus","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"428-456"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12804","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012273","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Success Factors for Environmentally Sustainable Product Innovation: A Meta-Analysis","authors":"Saadat Saeed,&nbsp;Rosa Maria Dangelico","doi":"10.1111/jpim.70021","DOIUrl":"https://doi.org/10.1111/jpim.70021","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Growing environmental challenges and sustainability imperatives have intensified firms' need to pursue environmentally sustainable product innovation (ESPI), leading to a surge of research examining the factors that determine its success. This study presents a meta-analysis of 182 independent samples and contributes to our understanding of ESPI in three major ways. First, by adopting the open systems theory, this meta-analysis presents a holistic, integrated examination of the driving factors of ESPI and assesses their relative importance, marking a significant leap in environmental sustainability and innovation management research. Second, by comparing these findings with established meta-analyses of product innovation, it reveals whether ESPI necessitates a novel theoretical paradigm or can be contextualized within established innovation-management frameworks. Although some of ESPI's success factors are common to conventional product innovation, this study highlights factors that are specific to ESPI, which suggests that the development of ESPI should be treated differently from that of conventional product innovation. Third, the analysis shows that ESPI's drivers are contingent upon the institutional context; national culture and level of economic development significantly moderate their effects. Collectively, these findings advance theory integration in sustainability and innovation management and offer actionable insights for managers and policymakers seeking to foster effective, context-sensitive ESPI strategies.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;This study identifies several key actions managers can take to strengthen environmental sustainability. Firstly, managers must understand that environmentally sustainable product innovation is fundamentally different from conventional product innovation. Relying on existing innovation systems is insufficient; firms must adapt systems and processes to address green-specific demands. Secondly, developing a strong green market orientation is essential. Firms should monitor sustainability trends, anticipate shifts in eco-conscious consumer preferences, and engage customers early to co-create and validate green solutions. Thirdly, managers should embed green entrepreneurial orientation by encouraging employees to identify, evaluate, and act on sustainability-driven opportunities that create green value. Fourthly, building and integrating organizational capabilities, including technological, HRM, cross-functional, and knowledge-integration systems, is vital for agility and innovation effectiveness. Fifthly, fostering green culture and transformational leadership ensures employees are motivated and rewarded for sustainability-driven behaviors. Sixthly, leveraging external stakehol","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"539-570"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Participate in My Green: How and When Supplier Concentration Affects Firm Green Innovation","authors":"Wengao Huang,&nbsp;Jiyuan Tao,&nbsp;Zelong Wei","doi":"10.1111/jpim.12793","DOIUrl":"https://doi.org/10.1111/jpim.12793","url":null,"abstract":"<div>\u0000 \u0000 <p>Suppliers play a crucial role in firm green innovation. Although previous studies have explored how suppliers can contribute to firm green innovation, they implicitly assume suppliers' participation in the buyer firm's green initiatives, neglecting to consider whether and under what conditions suppliers are willing to support these initiatives. Given that firms further upstream in the supply chain face less stakeholder pressure for green innovation and their efforts are less visible to the public, suppliers may be reluctant to support buyer green innovation by developing critical green-related processes and capabilities without sufficient pressure from the buyer. Therefore, we propose that the buyer's power over its suppliers is crucial in determining whether suppliers will support buyer green innovation. Drawing on resource dependency theory (RDT), we examine the impact of supplier concentration, which indicates the extent to which a firm is dependent on key suppliers, on green innovation, and how this effect varies depending on the type of green innovation, market conditions, and firm characteristics. To test our hypotheses, we constructed a dataset consisting of 16,494 observations of 2940 Chinese listed firms from 2008 to 2022. The results show that supplier concentration negatively affects green innovation, with a stronger effect on substantive green innovation than symbolic green innovation. Moreover, this effect is amplified in more competitive industries and for firms with a more negative media reputation. This research contributes to the literature by elucidating how and when supplier concentration affects green innovation, suggesting that dependency on suppliers can inhibit green innovation. The findings complement existing views on the role of stakeholder dependency in green innovation, highlighting the potential conflict among different stakeholders regarding green innovation by a focal firm.</p>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"474-494"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Net-Zero Goals Meet Zero-Sum Realities: New Insights on the CSR-Firm Value Effect and the Role of New Product Development Versus Marketing","authors":"Hauke A. Wetzel,&nbsp;Maik Hammerschmidt,&nbsp;Linda D. Hollebeek","doi":"10.1111/jpim.70034","DOIUrl":"https://doi.org/10.1111/jpim.70034","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Corporate social responsibility (CSR) is a key strategy to achieving (e.g., environmental) sustainability. While many studies report a positive effect of CSR on firm value, growing evidence suggests practice often fails to unlock such effect. This equivocality may arise from conflicting theoretical perspectives, insufficient consideration of granular CSR activities, and/or neglecting the role of new product development (NPD). We address this equivocality through a theoretically unprejudiced exploration of the effects of a comprehensive set of CSR activities on firm value and by investigating the underexplored moderating role of NPD alongside that of marketing moderators. Econometric analysis of 3,107 firms across industries unveils that the largely overlooked CSR activities addressing social concern avoidance (e.g., by protecting stakeholders from environmental hazards) account for the greatest number of significant effects on firm value. Second, all significant effects of CSR activities on firm value are negative. Third, while all significant interaction effects of CSR activities and NPD on firm value are positive, most interactions with marketing instruments are negative. Overall, the findings highlight the critical role of NPD in potentially unlocking a positive effect of CSR on firm value. Even more so, they suggest treating CSR and firm value as separate strategic goals—akin to sustainability's people, planet, and profit objectives.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;While many firms invest in corporate social responsibility (CSR) initiatives not only to advance sustainability but also to drive firm value, this research shows that only a subset of CSR activities has a significant effect on firm value and that these effects are predominantly negative. Many of the CSR activities with significant effects relate to avoiding social or environmental harm, but their impact varies markedly across stakeholders, rendering aggregate CSR strategies misleading for managerial decision-making. Further, whether CSR activities undermine or support firm value depends critically on how they are implemented. For innovation and R&amp;D managers, the findings suggest that CSR activities are most effective when embedded in new product development. For marketing managers, the findings urge caution, as heavy reliance on branding and other marketing tools to advance the firm's CSR objectives can amplify negative effects on firm value. For senior executives, the results suggest a need to treat CSR and firm value as distinct strategic goals and carefully balancing specific CSR activities rather than assuming uniform financial payoffs. For policy makers and regulators, the findings indicate that markets m","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"516-538"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70034","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012224","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Do Sustainability Tensions Harm or Benefit Innovation Portfolios? A Paradoxical Perspective","authors":"Jadena Bechtel,&nbsp;Luca Sabini,&nbsp;Alexander Kock","doi":"10.1111/jpim.12792","DOIUrl":"https://doi.org/10.1111/jpim.12792","url":null,"abstract":"<p>The coexistence of a competitive and sustainability strategy often introduces tensions within organizations. These tensions, if not appropriately managed, can lead to defensiveness and destruction, while they also have the potential to drive creativity and foster sustainability. This study examines how these strategic tensions affect innovation portfolio decision-makers, specifically their decision to select more or less innovative projects. Drawing on paradox theory and innovation management literature, the study investigates the role of contextual factors in moderating the influence of strategic sustainability tensions on portfolio innovativeness. When faced with sustainability tensions, we posit that a firm's entrepreneurial orientation and innovation climate act as contextual factors shaping decisions toward more innovative projects. We test our hypotheses through a multi-informant cross-industry survey of 106 innovation portfolios. Our findings reveal that strategic sustainability tensions are associated with higher portfolio innovativeness only when entrepreneurial orientation and innovation climate are high. Conversely, strategic sustainability tensions are associated with lower portfolio innovativeness when these contextual factors are low. The study adds empirical evidence to organizational context factors in paradox theory and contributes to the literature on innovation portfolio decision-making. Finally, the results add to the importance of sustainability as a strategic orientation in innovation management. Decision-makers are encouraged to recognize and harness strategic tensions in sustainability, fostering an environment where challenges are transformed into opportunities enhancing the portfolio's innovativeness.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"457-473"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12792","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Setting up New Product Development for Environmentally Sustainable Innovation","authors":"Aron O′Cass,&nbsp;Sven Heidenreich","doi":"10.1111/jpim.70044","DOIUrl":"https://doi.org/10.1111/jpim.70044","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;This special issue advances an actionable understanding of how firms set up new product development (NPD) to deliver environmentally sustainable innovation. To organize this challenge, we introduce the CORE framework, which conceptualizes environmentally sustainable NPD along four interdependent domains: Conceptualization, Orchestration, Realization, and Environment. The CORE framework contributes by recasting environmentally sustainable innovation as a cross-phase product innovation management problem, showing how front-end opportunity formation, development-stage coordination, market realization, and contextual contingencies jointly shape sustainable innovation outcomes. Using this process-oriented lens, we synthesize prior research and show how the seven articles in this special issue extend understanding across these four domains. Specifically, the articles provide new evidence on customer co-creation in the front end of NPD, agile control and sustainability tensions in innovation portfolios, supplier concentration and substantive versus symbolic green innovation, the CSR–firm value link and the role of NPD versus marketing, the orchestration of innovation ecosystems to transform latent use contexts into manifest ones, and the cross-context contingencies of environmentally sustainable product innovation success. Building on this foundation, we identify key knowledge gaps and develop a CORE-based future research agenda that highlights promising questions across the four domains and the linkages between them.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Firms face growing pressure to develop products that are not only commercially successful but also environmentally sustainable. This special issue shows that success does not depend on isolated green initiatives, but on how firms set up their new product development (NPD) process from the start. We propose the CORE framework to help managers think about four connected areas: Conceptualization, Orchestration, Realization, and Environment. In practice, this means identifying sustainable opportunities early, coordinating functions and partners effectively during development, turning sustainability efforts into credible customer value, and adapting decisions to the regulatory, competitive, and institutional context. The articles in this special issue offer several practical lessons. They show that sustainability can encourage customer co-creation in the front end of NPD, that portfolio controls must balance agility and sustainability goals, and that supplier dependence can limit substantive green innovation. The findings also suggest that firms can scale growth and sustainability by orchestrating innovation ecosystems that turn latent opportunities into markets. In addition, markets re","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"383-399"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70044","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"If You Want Help, You'd Better Be Green! Investigating the Effects of Sustainability Perceptions on Customer Co-Creation in New Product Development","authors":"Slawka Jordanow","doi":"10.1111/jpim.70019","DOIUrl":"https://doi.org/10.1111/jpim.70019","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;This research examines whether and how a firm's sustainable image increases customer co-creation in new product development (NPD). Across four studies, two scenario-based experiments (Study 1a: &lt;i&gt;n&lt;/i&gt; = 184; Study 2a: &lt;i&gt;n&lt;/i&gt; = 285) and two behavior-based idea contests (Study 1b: &lt;i&gt;n&lt;/i&gt; = 197; Study 2b: &lt;i&gt;n&lt;/i&gt; = 396), this article evaluates whether a sustainable image and sustainability-focused communications raise co-creation by shaping customers' environmental and health perceptions. Using partial least squares structural equation modeling, Studies 1a–1b show that firms perceived as sustainable elicit higher co-creation intention (Study 1a) and behavior (Study 1b) than firms without a sustainable image. These effects are fully mediated by perceived environmental and health benefits. Studies 2a–2b demonstrate that communications emphasizing environmental or health contributions increase co-creation by raising the corresponding perceived benefits. The effects are contingent on customers' regulatory focus: environmental benefits are more influential for promotion-focused customers, whereas health benefits are more influential for prevention-focused customers. The findings contribute to the understanding of co-creation by identifying sustainability-related benefit perceptions as psychological drivers, detailing communication levers that activate them, and establishing regulatory focus as a boundary condition in sustainability-driven co-creation.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;To effectively encourage customers to engage in innovation activities, companies should communicate their sustainability efforts in a visible manner. Across four studies, customers were more willing and more likely to take part in idea generation, evaluation, and refinement when they perceived the company as sustainable. This is because people believe their effort will produce products that are better for the environment and for their own health. Companies can unlock this motivation with precise messaging: (1) Environmental messages (e.g., CO&lt;sub&gt;2&lt;/sub&gt; reduction, resource savings) raise perceived environmental benefits from co-creating and increase participation. (2) Health messages (e.g., non-harmful materials, wellbeing) raise perceived health benefits and increase participation. Furthermore, companies should match the message to the audience. Customers who seek progress and positive change react especially well to environmental-benefit messaging, while customers who prioritize safety and risk-avoidance react especially well to health-benefit messaging. In conclusion, companies should audit whether customers recognize their sustainable practices, communicate specific environmental or health contri","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 3","pages":"400-427"},"PeriodicalIF":8.0,"publicationDate":"2026-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148012198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The 2024 PDMA Doctoral Consortium: Discerning Avenues for Broadening and Enhancing Innovation Scholarship and Community Building","authors":"S. P. Raj,&nbsp;Gerard A. Athaide","doi":"10.1111/jpim.70017","DOIUrl":"https://doi.org/10.1111/jpim.70017","url":null,"abstract":"","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 2","pages":"251-261"},"PeriodicalIF":8.0,"publicationDate":"2025-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146176268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}