Abstract
Inter-organizational new product development (NPD) tasks vary in levels of uncertainty, hence, they might bring different levels of opportunities and risks to participating organizations. However, it is not well understood how an uncertain task context influences project-level value creation, a comprehensive concept which goes beyond short-term and tangible financial outcomes to also include long-term and intangible gains (such as know-how and patents). To fill this gap, this study examines the effects of two uncertainty-inducing factors, product novelty and technology interdependence, on value creation in inter-organizational NPD projects. Adopting a behavioral view of the firm, we propose that two types of conflicts, task conflicts and relationship conflicts, could explain how an uncertain task context influences project-level value creation and value appropriation. The analysis of 272 inter-organizational NPD projects indicates that product novelty and technology interdependence are differentially associated with conflicts, and ultimately value creation and appropriation. Our results help managers understand what types of NPD tasks have greater value creating potential, and the mediating roles of task and relationships conflicts in inter-organizational NPD projects.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
