Abstract
PurposeThis paper aims to represent an empirical study of what role does structural empowerment play in the relationship between multi-stakeholder value co-creation (VCC) and the success of new product development (NPD).Design/methodology/approachThe hypotheses developed in this paper are tested by using data from 243 manufacturing companies worldwide.FindingsThe results show that the VCC activities have significant positive effects on NPD success, and structural empowerment moderates the impact of VCC activities on NPD success, but the moderating effect is not significant for customer involvement.Originality/valueThis study contributes to the research of VCC and discusses the positive role of structural empowerment to enhance the impact of VCC activities on NPD success.
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