Innovation intermediaries have become key actors in open innovation contexts. Research has improved our understanding of the managerial challenges inherent to intermediation in situations in which problems are rather well-defined. Yet, in some open innovation situations, the relevant actor networks may not be known, there may be no clear common interest, or severe problems may exist with no legitimate common place where they can be discussed. This paper contributes to the research on innovation intermediaries by showing how intermediaries address managerial challenges related to a high degree of unknown. We draw upon the extant literature to highlight the common core functions of different types of intermediaries. We then introduce the "degree of unknown" as a new contingency variable for the analysis of the role of intermediaries for each of these core functions. We illustrate the importance of this new variable with four empirical case studies in in different industries and countries in which intermediaries are experiencing situations of high level of unknown. We highlight the specific managerial principles that the four intermediaries applied in creating an environment for collective innovation. Therefore, we clarify what intermediation in the unknown may entail.

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International audienceAll automotive firms are struggling to develop cars that are both environmentally friendly and profitable. As the field becomes more competitive, manufacturers need to find creative solutions and innovative ways to address environmental issues and provide enhanced value for customers. Eco-innovation involves the challenge of complementing classical Research and Development (R&D) processes with innovative design strategies: it cannot be limited to reducing a vehicle's environmental footprint; it must also revisit the value and performances encompassed in the offering. This change in 'design regime' calls for new managerial techniques. This paper is based on a collaborative research study with a European car manufacturer, examining the application of the Concept-Knowledge (C-K) design theory to explore how cars could be both environmental and economical. The case improves the understanding of the challenges of eco-innovation and provides an example of how the automotive industry can foster innovative capabilities in established R&D processes

Under pressure to innovate and be cost-effective at the same time, R&D departments are being challenged to develop new organizations and processes for Front End activities. This is especially true in the pharmaceutical industry. As drug development becomes more risky and costly, the discovery departments of pharmaceutical companies are increasingly being compelled to provide strong drug candidates for efficient development processes and quick market launches. It is argued that the Fuzzy Front End consists less of the discovery or recognition of opportunities than of the building of expanded concepts: the notion of concept generation is revisited, suggesting the need for a new logic for organizing Front End activities in order to support sustainable innovative product development. Based on an in-depth empirical study at a European pharmaceutical company, this paper contributes to improved understanding of the actual management practices used in the Front End. Using a design reasoning model (the C-K model), it also adds to the growing body of literature on the management of Front End activities in new product development processes.

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