Open innovation research shows the value of integrating customers in new product
develop-ment. This research largely focuses on lead users, but little attention has been
devoted to com-plaining customers. To address this gap, we explore antecedents and
effects of customer com-plaint integration in new product development. Applying the
knowledge-based view, this study investigates the influence of company structure on
the extent of customer complaint integration and, ultimately, new product success. We
posit that a company’s error manage-ment culture moderates the relationship between
structure and customer complaint integration. We conduct a dual informant survey,
targeting customer service managers and R&D manag-ers. This study adds to the field
of open innovation by focusing on the neglected group of complainants to provide
important implications for managers seeking to leverage the innova-tive potential of
customer complaints.
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Dieser Eintrag ist Teil der Universitätsbibliographie.
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