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there is increasing evidence that involving suppliers in new product development (NPD) is important, and for many firms even

inevitable, there is also evidence that not all such efforts are successful. Firms aiming at implementing this strategy effectively have to pay close

attention to several contingency factors on the organizational level and properly manage supplier involvement on the project level. The exploratory

case study research underlying this article explores key issues to be considered when involving suppliers in NPD and the counter measures they

can take. Our research shows that companies differentiate between so-called

"know-how"

and "capacity" projects, and that they manage them

differently. Furthermore, this research shows that firms outside the automotive and high-tech

manufacturing industries are likely to intensify

supplier involvement in the future

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