The double-edged sword of customer participation on new product development performance: the contingent roles of relational and environmental factors
Résumé
Although customer participation plays an increasingly important role in firm innovation, both its effects on new product develop- ment (NPD) performance in the B2B context and the underlying mechanisms remain unclear in the extant literature. Building on the boundary spanning theory, we investigate the double-edged effects of customer participation on NPD performance by explicat- ing the mediating roles of knowledge sharing and customer – developer conflict. Based on a sample of 167 high-tech firms in China, our findings indicate that customer participation can improve NPD performance through knowledge sharing but decrease NPD performance by exacerbating the conflict between the developer firm and its customer. Furthermore, previous coop- eration experience attenuates the effects of customer participation on knowledge sharing and customer – developer conflict, whereas technological turbulence strengthens the effect of customer parti- cipation on knowledge sharing. Our findings offer important impli- cations for both innovation research and practice.
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