Co-creation as a concept and process has been prominent in both marketing and design research over the past ten years. Referring respectively to the active collaboration of firms with their stakeholders in value creation, or to the participation of design users in the design research process, there has arguably been little common discourse between these academic disciplines. This article seeks to redress this deficiency by connecting marketing and design research together-and particularly the concepts of co-creation and co-design-to advance theory and broaden the scope of applied research into the topic. It does this by elaborating the notion of the pop-up store as temporary place of consumer/user engagement, to build common ground for theory and experimentation in terms of allowing marketers insight into what is meaningful to consumers and in terms of facilitating co-design. The article describes two case studies, which outline how this can occur and concludes by proposing principles and an agenda for future marketing/design pop-up research.

Purpose The purpose of this paper is to further theorize the concept of the “sustainable temporary store” and explore benefits and challenges for slow fashion retailers using temporary stores to promote a new value proposition and develop a business model. Design/methodology/approach The theoretical part combines the findings from marketing and human geography literature to theorize pop-up retailing from the slow fashion SME perspective. The empirical part uses a critical case study and a qualitative method approach (primary sources, half standardized interviews, ethnographic observation). Findings The study provides theoretical insights into five success criteria for the “sustainable temporary store” across geographies. Empirical findings allow for further conclusions about challenges in regards to spatial requirements and business modeling for slow fashion retail entrepreneurs in the Netherlands. Research limitations/implications Limitations of the study are the geographical scope of exiting literature on the global north and the restricted sample size. However, by selecting a critical case, careful geographically restricted generalizations can be made. Practical implications The study provides useful information for slow fashion entrepreneurs who want to use cheap temporary space to develop their retail business model. Social implications The results show that there is placemaking value (social value creation) in temporary slow fashion retailing. Originality/value The study provides a relevant contribution to the theory of pop-up retailing and more precisely to the concept of the “sustainable temporary store.” It also delivers a replicable empirical research design for other geographies.

Dual and complementary leadership is common in certain parts of the cultural and creative industries, such as in theatres or architecture firms. It is also surfacing now and then in the international designer fashion sector. Formerly hidden behind the branded glamour of a creative leader, the collaboration between a designer and a managerial/commercial leader has recently become more visible. In some countries, studies even claim that dual leadership is a sustainable managerial model for designer fashion entrepreneurship. What does this kind of leadership entail and how can its dynamics be understood? Theoretically, dual leadership can be seen as a particular form of the ambidextrous top management team (TMT). In order to succeed, a fashion designer and his business partner must juggle quantifiable and efficiency-driven processes as well as intangible and creativity-driven ones. How do they do this? To map the empirical field, this article turns to the practices of designer/business partner ‘pairs’ in Dutch small- and medium-sized fashion companies (SMEs). In this context, characteristics and collaborative practices are surfacing which are subsequently compared to TMT research. Results suggest a collectivist perspective on creative leadership and allow for some recommendations for Dutch designer fashion businesses and for research in other fashion geographies.

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