Católica Lisbon Research Unit in Business and Economics (CUBE)
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Browsing Católica Lisbon Research Unit in Business and Economics (CUBE) by Author "Abecassis-Moedas, Céline"
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- Design-manufacturing coordination: proximity, integration and beyond, towards omnishoringPublication . Abecassis-Moedas, Céline; Moatti, ValérieRecent research argues that when innovation is embedded in the manufacturing process, design and manufacturing need to be integrated and geographically close to secure current and future innovation. However, process-embedded innovative industries such as fashion (Pisano & Shih, 2012) have massively outsourced and/or offshored for decades. Our research aims to understand how innovative firms in the fashion industry manage design-manufacturing coordination in terms of proximity and integration. Examining 18 European fashion firms, our work uses an abductive approach to understand how firms manage their design-manufacturing coordination and specifically the role played by proximity and integration in such coordination. The analysis reveals that there is a range of coordination modes that go beyond geographical proximity and vertical integration. We also argue that proximity and integration are complex notions and not independent options. Finally, we demonstrate the concept of omnishoring, as coordination strategies are often managed simultaneously and complement each other.
- Drivers and pathways of NPD success in the marketing–external design relationshipPublication . Hemonnet-Goujot, Aurélie; Manceau, Delphine; Abecassis-Moedas, CélineMarketing often cooperates with external design in the new product development (NPD) process. While this relationship is crucial for NPD success and is a typical case of interorganizational collaboration between a business-oriented function (marketing) and a creative partner (external design), a comprehensive understanding of this relationship remains lacking. As the NPD field evolves to open systems that have changed concepts like functional integration into interorganizational integration, this study contributes to NPD literature by developing an integrated conceptual framework leading to a model of drivers and pathways of NPD success in the marketing–external design relationship. Building on the literature on NPD, design management and relationship marketing, and on nine dyadic case studies from the luxury fragrance and cosmetics industry, a content analysis was conducted, enriched by a crisp-set qualitative comparative analysis (QCA). This research confirms several NPD success drivers suggested in the literature and reveals three new drivers: source of design expertise, designer brand commitment, and number of NPD stages involving designer. The first new driver (source of design expertise) impacts the relationship process, which then impacts NPD success, while the other two drivers (designer brand commitment, and number of NPD stages involving designer) directly influence NPD success. The paper also identifies the pathways of NPD success, showing that contact authority and designer brand commitment are necessary conditions for NPD success, especially when combined with a high number of NPD stages involving designer or a previous relationship. The results also indicate that pathways of NPD success may differ according to the source of design expertise. From a managerial perspective, this study provides recommendations to managers to select the right design partner and choose from a range of drivers and pathways to devise more effective ways to work with external designers, thereby leading to NPD success.
- External design for reputation, perspective and exposurePublication . Abecassis-Moedas, Céline; Pereira, Joana RodriguesThis paper analyses why and how design-centred industrial firms with internal design teams contract external designers. This research is based on an exploratory multiple case study methodology, with a sample of five highly reputable design-centred industrial firms, operating in hypercompetitive industries. While some results challenge the mainstream literature on design management, others expand the existing literature, highlighting that not all firms extract the same benefits from external designers; neither do all external designers bring the same benefits to firms. The paper shows that firms with internal design teams contract external design for (1) reputation (external designers sign products and bring their reputation to the product and to the firm), (2) perspective (external designers bring a different perspective, especially when they come from a different industry from the firm), and (3) exposure (external designers bring exposure that enriches internal design teams).
- Imprinting of founders' entrepreneurial motivations on enterprises' practices and processes: the context of creative industriesPublication . Abecassis-Moedas, Céline; Manceau, Delphine; BenMahmoud-Jouini, Sihem; Pereira, JoanaThis paper explores the imprinting of entrepreneurs' motivations on the practices and processes of enterprises. We investigate the question in the context of creative industries (CIs) as an extreme case of entrepreneurial motivations (EMs) prevalence. We analyse the EM of 14 founders of design consultancies. Three EMs emerge: self-fulfilment, freedom and financial motivation. The qualitative analysis reveals that the founders' EMs at the time of a venture's founding has a lasting impact on the characteristics of the venture (name, processes formalization, decision-making processes, performance measures and growth strategies). Specifically, founders driven by self-fulfilment tend to build ventures named after them. In these ventures, processes are informal, decision-making is centralized, performance measures are based on personal satisfaction and recognition and enterprise growth is restrained. Founders who seek freedom tend to run enterprises with semiformal processes, semicentralized decision-making, a client satisfaction focus, and slow growth strategies. In contrast, founders with financial motivations tend to create enterprises with formal processes, decentralized decision-making, financial performance metrics and growth ambitions. By focusing on EM and adopting a holistic approach beyond some characteristics of the venture, we complement the imprinting literature.
- O papel do design na inovaçãoPublication . Abecassis-Moedas, CélineEste livro descreve, nas suas diferentes formas, o papel fundamental que hoje o design desempenha na inovação. É o caso do design thinking e do design-driven innovation, considerados essenciais nos processos de inovação nas empresas líder.
- When external design and marketing collaborate to develop new products: a typology of patternsPublication . Hemonnet-Goujot, Aurélie; Abecassis-Moedas, Céline; Manceau, DelphineWith the rise of open innovation, external design is increasingly called upon, especially by marketing. However, the research on collaboration between external design and marketing in the new product development (NPD) process is still in progress. While the literature suggests that resorting to external design is a means to increase product innovativeness, not all products developed in such a way are innovative. Furthermore, the sources of design expertise are diverse and the strategies that firms use to manage them remain unclear. Thus, this paper aims to identify and analyze the various collaboration patterns between external design and marketing in the NPD process and especially how such patterns affect new product innovativeness. Building on seven case studies, this research proposes a typology of three collaboration patterns between external design and marketing in the NPD process. The first category develops a pattern of collaboration with a strong marketing lead that relies on customer-based designers. The second depicts collaboration with a strong design lead that relies on process-based designers. In the third categorization, a co-branding pattern through collaboration with star-based designers is developed. Theoretical and managerial implications are presented along with the challenges in the complexity of finding the right balance between product innovativeness and brand consistency.