The management of the complementarity between product and process innovation has been discussed for five decades. The most recent advancement in the conceptual development uncovered different extents of complementarities occurring between product and process innovation at the project level. Prior literature suggested that facilitating a better interplay between these two types of innovation holds the potential for the development of a longlasting competitive advantage. Despite its theoretical and managerial importance, management of new product and process development (NPPD) projects with different extents of complementarity between product and process innovation remains poorly understood. To address this gap, we adopt perspectives from contingency theory and dynamic capabilities. Building upon Hullova, Trott and Simms's (2016) classification of complementarities we investigate the management of different complementarity types in four NPPD projects in the UK food and drink industry. We introduce empirically derived framework for identification, management and leveraging of the complementarity between product and process innovation. The framework identifies three critical capabilities and associated activities; 1) identifying the complexity and novelty of the project and assessment of internal and external resources and knowledge stocks, 2) deploying the most suitable integration mechanism(s) for the identified complementarity type and 3) leveraging of the knowledge and experience learned/acquired during the project. Jointly, these three intertwined capabilities act as a complementarity management tool for product and process development managers, enabling them to manage their NPPD projects portfolios more effectively.

The viability of a sharing economy platform is determined by the central actor's ability to actively manage and, in the long term, maintain synergies between the value it creates and the value it appropriates. • Development of a multi-stakeholder network in the sharing economy is not selfgoverned, but rather a well-designed process that is developed and managed by the central actor. • We posit eight value-driving mechanisms through which the central actor can simultaneously increase platform stickiness (ability to draw in and keep stakeholders) and stakeholder profitability (ability to capture value from multiple stakeholders). • We integrate value-driving mechanisms in the Platform Stickiness-Stakeholder Profitability Framework that not only offers novel theoretical insights, but can also be used by practitioners to improve their stakeholder management strategies. • Our study extends the sharing economy literature into the B2B context by providing empirical insights into the UK's first-of-a-kind B2B platform that is disrupting the events industry.

Independent distributors (IDs), just as equipment manufacturers, have the potential to initiate a transition towards the provision of advanced services. However, the internal and ecosystemrelated problems experienced by IDs during servitization differ due to their distinct organizational structure. The purpose of this study is therefore to uncover problems faced by servitizing IDs during transition towards provision of advanced services, a topic which is still scarcely covered in the literature. Using an abductive research approach, we identify three overarching groups of servitization problems specific to IDs: (1) Conflicting interests of key stakeholders; (2) Misalignment between distribution of managerial attention and servitization strategy; and (3) Ineffective knowledge management within the ecosystem. To diagnose these problems, we propose a servitization-readiness decision tree that allows IDs to pinpoint hindering factors before embarking on a servitization journey. In so doing, we provide a starting point for identifying and describing criteria for assessing IDs' servitization readiness.