Journal of Product Innovation Management最新文献

{"title":"The 2024 PDMA Doctoral Consortium: Discerning Avenues for Broadening and Enhancing Innovation Scholarship and Community Building","authors":"S. P. Raj, 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":"146176269","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":"Responsible Artificial Intelligence Attention and Firm Innovation: An Attention-Based View","authors":"Mengran Xiong, Haofeng Xu, Jiao Ji, Renxian Zuo, Yichuan Wang, Hesam Olya","doi":"10.1111/jpim.70015","DOIUrl":"https://doi.org/10.1111/jpim.70015","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Academic Summary</h3>\u0000 \u0000 <p>This article draws on the attention-based view (ABV) to examine whether, how, and under what conditions top management team (TMT) attention to responsible artificial intelligence (AI) influences firm innovation. We developed a 480-word responsible AI dictionary grounded in 155 academic sources and 527 corporate case descriptions, and applied it to 2452 S&P 500 earnings call transcripts (2011–2021) using natural language processing (NLP) and large language model (LLM) techniques, yielding 2670 firm-year observations. Linking these measures to US patent data, we find that greater responsible AI attention predicts more and higher-impact patents. The effect is stronger in low-technology industries and under short-term investor pressure, while the presence of a chief technology officer (CTO) does not amplify it. Mechanism analyses reveal that responsible AI attention fosters innovation by increasing investment in AI-relevant human capital and mitigating innovation risk. Theoretically, this article enriches the AI and innovation management literature by positioning responsible AI attention as a dynamic strategic asset that mobilizes resources, reduces risk, and enables contextual adaptation. Practically, findings suggest that firms can strengthen innovation by prioritizing managerial attention to responsible AI, distributing responsibility beyond technical specialists, balancing ethical safeguards with strategic flexibility, and aligning governance with investor and industry conditions.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This article examines how managerial attention to responsible artificial intelligence (AI) can enhance firm innovation. Using text analytics on 2452 earnings call transcripts from S&P 500 firms (2011–2021) and a panel of 2670 firm-year observations linked to patent outcomes, we show that firms whose top management teams (TMT) devote greater attention to responsible AI produce more and higher-impact patents. This effect is stronger in low-technology industries and when firms face short-term investor pressure; it is not amplified by having a chief technology officer (CTO). In practice, sustained attention to responsible AI tends to build AI-related skills and reduce project risk, thereby supporting a more reliable innovation pipeline. Executives should treat responsible AI as a strategic priority rather than a compliance task by establishing cross-functional governance, investing in role-based governance training, and sharing accountability across the C-suite. Innovation managers can embed ethics checkpoints (bias audits, design reviews) into project workflows to enhance stability and organizational learning. Policymakers can reinforce responsible innovation by pro","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 1","pages":"186-214"},"PeriodicalIF":8.0,"publicationDate":"2025-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70015","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145730542","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":"Innovations Leveraging Artificial Intelligence, Stakeholder Engagement, and Innovation Value: An Investment Model Perspective","authors":"Linda D. Hollebeek,&nbsp;Constantine S. Katsikeas,&nbsp;Praveen K. Kopalle,&nbsp;Giampaolo Viglia","doi":"10.1111/jpim.70016","DOIUrl":"https://doi.org/10.1111/jpim.70016","url":null,"abstract":"<div>\u0000 \u0000 <p>Despite the exponential growth of innovations that leverage artificial intelligence (AI), the understanding of how different firm stakeholders engage with these innovations lags behind, exposing an important gap in the literature. Bridging this gap, this interdisciplinary Special Issue explores the growing role that AI-leveraging innovations play in cultivating stakeholders' engagement, as elucidated in nine articles featured in this Issue. To theoretically ground the articles, we develop an organizing framework that integrates the investment model's notions of <i>intrinsic</i> and <i>extrinsic</i> (resource) <i>investments</i> and resource investment-based <i>stakeholder engagement</i>. We conceptualize stakeholders' (a) <i>intrinsic engagement</i> as their (e.g., cognitive/emotional) resource investment in their interactions with AI-leveraging innovations, and (b) <i>extrinsic engagement</i> as their resource investment in maintaining or growing the result(s) of their prior interactions with these innovations, taking a more relational perspective. The framework also assesses the predicted differential effect of thinking (vs. feeling) AI-leveraging innovations on the association of stakeholders' (a) intrinsic (extrinsic) engagement with AI-leveraging innovations and their perceived innovation value, and (b) their perceived innovation value and trust in the innovation, as formalized in a set of propositions. We conclude by linking the featured articles to the propositions, and outlining research priorities in this emerging interdisciplinary topic area.</p>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 1","pages":"3-13"},"PeriodicalIF":8.0,"publicationDate":"2025-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145719735","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":"Engaging Customers, Embracing AI: How Suppliers Respond to Trade Tensions and Improve Performance","authors":"Raffaele Filieri,&nbsp;Wei Huang,&nbsp;Zhibin Lin,&nbsp;Qing Xia","doi":"10.1111/jpim.70014","DOIUrl":"https://doi.org/10.1111/jpim.70014","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;Firms face intensifying pressure to innovate amid escalating US–China trade tensions. This study investigates how they integrate artificial intelligence (AI) to respond to such disruptions. We reconceptualize induced innovation theory as adversity-induced innovation theory and test hypotheses using data from listed Chinese manufacturing firms, WTO tariff records, and customs data (2015–2022). Results indicate that higher tariff exposure increases AI integration, particularly among firms with stronger customer engagement needs. AI integration improves supply chain efficiency, sales performance, and market value. However, performance benefits follow an inverted U-shape: extreme tariff exposure diminishes AI's compensatory effects. The study extends induced innovation theory to geopolitical adversities and advances stakeholder engagement theory by identifying customer engagement as a boundary condition for technology adoption. We establish causal relationships between tariff-induced AI integration and firm performance through instrumental variable analysis and robustness checks. Findings inform how firms can strategically use technological innovation and customer collaboration to strengthen resilience under external shocks. Managers should view trade tensions as catalysts for AI integration rather than merely as obstacles.&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 facing trade tensions should view them as catalysts for strategic AI integration rather than merely as obstacles. Our research shows that firms experiencing higher tariff exposure that invest in AI achieve measurable improvements in supply chain efficiency, sales performance, and market valuations. However, AI's compensatory benefits diminish at extreme tariff levels, revealing an optimal investment threshold that managers should consider. The benefits of AI integration are particularly strong for firms with high customer engagement needs, such as those with concentrated customer bases, substantial international sales, or significant customer-specific investments. To maximize returns, managers should prioritize AI technologies that strengthen customer relationships by enhancing communication, responsiveness, and service personalization during trade disruptions. Successful implementation requires navigating technical and organizational challenges, including talent acquisition, data quality concerns, and integration complexities. Despite these hurdles, our findings confirm AI's strategic value as a compensatory innovation tool that not only mitigates tariff impacts but also transforms supplier-customer relationships. By aligning AI initiatives with customer engagement objectives, firms can turn geopolitical adversity into a com","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 1","pages":"57-75"},"PeriodicalIF":8.0,"publicationDate":"2025-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145730444","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 Influence of Sustainability Orientation on Portfolio Innovativeness in Manufacturing and Service Firms","authors":"Jadena Bechtel,&nbsp;Tobias Röth,&nbsp;Alexander Kock","doi":"10.1111/jpim.70007","DOIUrl":"https://doi.org/10.1111/jpim.70007","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;Firms increasingly adopt a sustainability orientation in response to regulatory, competitive, and customer pressures. We examine how this orientation shapes innovation portfolio management (IPM) outcomes. Using a cross-industry, multi-informant survey of 115 innovation portfolios, we show that sustainability orientation positively relates to portfolio innovativeness, and portfolio innovativeness partially mediates the relationship between sustainability orientation and portfolio success. Further, the effect is stronger in manufacturing than in service firms. Our findings extend prior research on the role of sustainability orientation in innovation management. By showing that a pronounced sustainability orientation is positively associated with portfolios of more innovative projects, we challenge insights that sustainability orientation leads primarily to incremental improvements. Further, we contribute to the literature on strategic orientations in innovation portfolio management by introducing sustainability orientation as a crucial factor for portfolio decision-making. We conceptualize sustainability orientation with strategic, structural, and cultural dimensions, offering a more holistic understanding than existing conceptualizations. Finally, we highlight an important boundary condition by showing that the relationship between sustainability orientation and portfolio innovativeness varies between service and manufacturing firms, contributing to the debate on sustainability-driven innovation across sectors.&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;The results of this study suggest that a strong sustainability orientation, which is embedded in strategy, culture, and portfolio controls, is connected with more innovative and, eventually, more successful innovation portfolios. The effect is stronger in manufacturing than in services. Translating intent into outcomes requires integrating sustainability into portfolio decision making. Gate criteria, funding rules, and regular reviews should include clear sustainability KPIs. At the strategic level, a sustainability strategy that complements the core business strategy reduces conflicts and prevents symbolic adoption. At the cultural level, leaders model priorities and create channels for employees to share values and co-define how sustainability shapes offerings and processes. At the structural level, project- and portfolio-level performance controls keep attention on outcomes rather than slogans. Manufacturing firms can expect larger gains from a strong sustainability orientation and may leverage regulatory and technological shifts to back higher-novelty innovation projects. Done this way, sustainability can become a repeatable practice tha","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 2","pages":"359-377"},"PeriodicalIF":8.0,"publicationDate":"2025-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146162455","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 Influence of Sustainability Orientation on Portfolio Innovativeness in Manufacturing and Service Firms","authors":"Jadena Bechtel,&nbsp;Tobias Röth,&nbsp;Alexander Kock","doi":"10.1111/jpim.70007","DOIUrl":"https://doi.org/10.1111/jpim.70007","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;Firms increasingly adopt a sustainability orientation in response to regulatory, competitive, and customer pressures. We examine how this orientation shapes innovation portfolio management (IPM) outcomes. Using a cross-industry, multi-informant survey of 115 innovation portfolios, we show that sustainability orientation positively relates to portfolio innovativeness, and portfolio innovativeness partially mediates the relationship between sustainability orientation and portfolio success. Further, the effect is stronger in manufacturing than in service firms. Our findings extend prior research on the role of sustainability orientation in innovation management. By showing that a pronounced sustainability orientation is positively associated with portfolios of more innovative projects, we challenge insights that sustainability orientation leads primarily to incremental improvements. Further, we contribute to the literature on strategic orientations in innovation portfolio management by introducing sustainability orientation as a crucial factor for portfolio decision-making. We conceptualize sustainability orientation with strategic, structural, and cultural dimensions, offering a more holistic understanding than existing conceptualizations. Finally, we highlight an important boundary condition by showing that the relationship between sustainability orientation and portfolio innovativeness varies between service and manufacturing firms, contributing to the debate on sustainability-driven innovation across sectors.&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;The results of this study suggest that a strong sustainability orientation, which is embedded in strategy, culture, and portfolio controls, is connected with more innovative and, eventually, more successful innovation portfolios. The effect is stronger in manufacturing than in services. Translating intent into outcomes requires integrating sustainability into portfolio decision making. Gate criteria, funding rules, and regular reviews should include clear sustainability KPIs. At the strategic level, a sustainability strategy that complements the core business strategy reduces conflicts and prevents symbolic adoption. At the cultural level, leaders model priorities and create channels for employees to share values and co-define how sustainability shapes offerings and processes. At the structural level, project- and portfolio-level performance controls keep attention on outcomes rather than slogans. Manufacturing firms can expect larger gains from a strong sustainability orientation and may leverage regulatory and technological shifts to back higher-novelty innovation projects. Done this way, sustainability can become a repeatable practice tha","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 2","pages":"359-377"},"PeriodicalIF":8.0,"publicationDate":"2025-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146162456","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":"Enhancing Customer Engagement Through Artificial Intelligence Authenticity","authors":"Pantea Foroudi,&nbsp;Matthew J. Robson,&nbsp;Reza Marvi,&nbsp;Stavroula Spyropoulou","doi":"10.1111/jpim.70008","DOIUrl":"https://doi.org/10.1111/jpim.70008","url":null,"abstract":"<p>Given the limited research on the factors and mechanisms underlying artificial intelligence (AI) authenticity, we examine its use in fostering breakthrough knowledge and enhancing customer engagement. We devised a robust model grounded in mind perception and social exchange theories, with a focus on the outcomes of AI authenticity. Tested across 452 virtual health home stations, the findings reveal that both performance expectation and effort expectation serve as mediators between AI authenticity and customer engagement. This research provides managers with comprehensive insights into the defining attributes and operational mechanics of AI authenticity, thereby highlighting its critical importance in boosting customer engagement.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 1","pages":"76-98"},"PeriodicalIF":8.0,"publicationDate":"2025-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145719806","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":"Dynamic AI-Embedded Super App: A Design-Based Process Innovation for Customer Engagement and Value Creation","authors":"Shaphali Gupta,&nbsp;Soniya Gupta-Rawal,&nbsp;Pooja Shrivastava","doi":"10.1111/jpim.70009","DOIUrl":"https://doi.org/10.1111/jpim.70009","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;In an era where mobile applications (apps) struggle for longevity amidst fluctuating download and deletion rates, the emergence of super apps marks a pivotal transformation. A super app is a mobile app-based service aggregator platform that promises extensive value for customers and businesses. While early efforts like Apple's MobileMe and Google Buzz yielded mixed results, generative AI technology now positions super apps as a viable, all-encompassing solution. This study explores the rise of the super app phenomenon and its potential to revolutionize mobile engagement and usage. Underpinned by the human-centered design-thinking approach, comprising desirability, feasibility, and viability elements, this study defines the super app as a multi-dimensional phenomenon and further identifies the key elements needed to develop a successful super app. The study proposes critical factors and a process framework for the successful development and adoption of super apps. The findings reveal that users' market context (emerging vs. developed) and network co-dependence act as important moderating factors influencing the process of super app adoption and customer engagement. The study advances the domain of innovation management and proposes a strategic matrix for managers to plan and align stakeholder engagement activities effectively. The study opens avenues for future research in engagement, value creation, and digital innovation.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;In today's crowded app market, most apps have short lives and uneven customer engagement. Super apps mark a shift by combining services such as payments, e-commerce, and communication in a single platform. They use adaptive interfaces and personalized features to keep users active. With generative AI improving recommendations and support, super apps drive stronger engagement and deliver value to customers and businesses. This study conceptualizes super app as an AI-embedded, multi-dimensional phenomenon grounded in human-centered design thinking, emphasizing the critical role of elements of desirability, feasibility, and viability. It identifies various key customer-level, firm-level, and context-level elements for building successful super apps. Findings emphasize that the adoption of super apps and customer engagement vary across markets (emerging vs. developed economies) and are based on the degree of network co-dependence. To support implementation, the study introduces a 2 × 3 strategic matrix that links market penetration levels (high, moderate, low) with stakeholder engagement (customers and participating firms). Suggested strategies include sustenance (e.g., AI-powered loyalty programs), growth (flexible revenue-sharing models), and acquisition (service bundling and innovation)","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 1","pages":"99-124"},"PeriodicalIF":8.0,"publicationDate":"2025-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145730485","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":"Making the Old New Again Through the Process of Recombinant Innovation","authors":"Vittoria Magrelli,&nbsp;Josip Kotlar,&nbsp;Alfredo De Massis,&nbsp;Federico Frattini,&nbsp;Antonio Messeni Petruzzelli","doi":"10.1111/jpim.70003","DOIUrl":"10.1111/jpim.70003","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;Recombinant innovation—the process through which atypical and unexpected combinations of knowledge generate novel outcomes—is a critical driver of organizational distinctiveness and market transformation. While prior research has focused on firm- and industry-level mechanisms, less attention has been given to multilevel dynamics underpinning the mobilization of old knowledge for innovation. Through a longitudinal case study of Aboca, a firm that systematically integrates centuries-old herbal remedies with evidence-based medicine, we develop a process model of recombinant innovation starting from old knowledge. This model delineates the phases through which actors mobilize old knowledge for innovation and the mechanisms enabling transitions across these phases—recovering, reviving, and renewing—which appear as interconnected, each building upon the preceding one, enabling a dynamic and iterative mobilization of old knowledge. By integrating three levels of analysis—individual, organizational, and industry—our model provides a cohesive multilevel explanation of recombinant innovation. This study contributes to research on knowledge recombination and strategic renewal, offering insights into how organizations transition from individual-level knowledge recombination to firm-wide and industry-level innovation 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;Many organizations overlook the strategic potential of old knowledge, seeing it as outdated or irrelevant. This study shows how firms can turn historical insights into innovation by following a structured, multilevel process. Based on a case study of Aboca, a healthcare company that combines centuries-old herbal remedies with evidence-based medicine, the research identifies three key recombinant innovation phases: recovering, reviving, and renewing. First, companies systematically recover and digitize historical materials—books, recipes, artifacts—and organize them into accessible knowledge bases. Second, they form cross-functional teams that include historians and scientists to reinterpret this knowledge and challenge existing assumptions. Finally, innovations are scientifically validated and repositioned in emerging market spaces, aligning with regulatory standards and consumer expectations. This process not only generates novel products but can also create entirely new product categories. For managers, the key lesson is that the past can be a rich source of innovation—if treated as a dynamic resource rather than a nostalgic reference. Firms in industries such as food, wellness, fashion, or cosmetics, where tradition adds value, can gain a competitive edge by combining old knowledge with modern science, crafting a unique innovation n","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 2","pages":"290-312"},"PeriodicalIF":8.0,"publicationDate":"2025-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146176169","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":"Complementary or Conflicting? Exploring the Interactions Between Technological, Marketing, and Operational Capabilities in Radical Technological Innovation","authors":"Sebastian Kruse,&nbsp;Frederik Maibaum,&nbsp;Janosch Bär,&nbsp;Malte Brettel","doi":"10.1111/jpim.70002","DOIUrl":"10.1111/jpim.70002","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Academic Summary</h3>\u0000 \u0000 <p>This article examines how interactions among technological, marketing, and operational capabilities influence radical technological innovation (RTI). While existing research underscores the individual influence of these capabilities, there are theoretical tensions regarding how their interactions shape RTI. We theorize that strong marketing capabilities can diminish the positive impact of technological capabilities on RTI, as they may divert technological efforts away from RTI-focused initiatives. Conversely, we propose that operational capabilities amplify the effect of technological capabilities on RTI by enabling more flexible operations and fostering inter-functional collaboration. Additionally, we argue that operational capabilities alleviate the negative influence of marketing capabilities by integrating marketing more closely with other functions. To test these propositions, we analyze a unique dataset spanning 1522 firm-year observations from 126 US manufacturing firms (2004–2016), utilizing a sophisticated patent-based measure to operationalize RTI. Our results indicate that strong marketing capabilities effectively neutralize the positive effect of technological capabilities on RTI. Moreover, strong operational capabilities reduce the negative effect of marketing capabilities by roughly half. We contribute toward resolving theoretical debates on the complementarity versus conflict between technological, marketing, and operational capabilities in shaping RTI.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This study explores how the interactions between three key organizational capabilities—marketing, technological, and operational—impact RTI. Our findings reveal that strong marketing capabilities often conflict with technological capabilities, neutralizing their positive effect on RTI. To address this, we recommend that firms take proactive steps to enhance complementarity between marketing and technology functions. Specifically, firms can assign technical teams to lead RTI projects, align marketing incentives with RTI objectives, and empower marketing teams to identify customer challenges that current technologies cannot solve. Additionally, we find that operational capabilities can mitigate the negative influence of marketing on RTI by better integrating marketing with other functions. Our results show that strong operational capabilities can reduce this negative impact by approximately 50%. Therefore, we advise firms to strengthen their operational capabilities to counteract the adverse effects of marketing and to better integrate their marketing functions with operational processes to promote RTI.</p>\u0000 </section>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 2","pages":"341-358"},"PeriodicalIF":8.0,"publicationDate":"2025-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146162457","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}