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Many industries are increasingly affected by or even invite the participation of external stakeholders in the innovation process. The concepts of open innovation use the ideas of external stakeholders to foster innovation and make the firms more competitive. However, little research has considered whether evaluations from external stakeholders also serve as a source for open innovation and, and if so, in which way they are integrated into the innovation process. Thus, the purpose of this paper is to explore how external evaluations influence the innovation process in the creative industries.

The authors conducted an explorative qualitative study using a mixture of an inductive and deductive research design. The authors interviewed 14 artists in order to understand how external evaluations are integrated in the innovation process.

The paper formulates propositions on factors that influence whether and how external evaluations are a resource for the innovation process in micro-firms. The factors are the situation of the individual that is evaluated, the external evaluator’s credibility, the content of the evaluation, and the potential impact of the evaluation on the individual evaluated.

This paper provides exploratory insights into a so far neglected source of open innovation and its external evaluations in micro-firms in the creative industries.

New product design is an established field in the literature. It is either analysed inside the firm; or when using a value chain perspective it is limited to the interactions between manufacturers and suppliers (in producer‐driven commodity chains). The current research adopts a downstream perspective, analysing the relationships between manufacturers and retailers in relation to the new product design process. Seeks to conduct research in the clothing industry; that has the specificity of being a buyer‐driven commodity chain where fashion makes design a key dimension for the success of a product.

The research was empirical in nature, involving 50 semi‐structured face‐to‐face interviews in France, the USA and the UK at all points along the clothing value chain.

In the clothing industry, the strategy of integrating design and retail has resulted in a more flexible design process and therefore, in an increased product performance. This strategy has been developed by both retailers and designers. The strategy of integrating design and retail has resulted in a change of boundaries in the clothing value chain.

Results are currently limited to the clothing sectors, and they are yet to be generalised to other buyer‐driven commodity chains.

Managers in clothing retail firms or in clothing design firms, wanting to increase product performance, should implement the strategy of integrating design and retail.

The paper opens a new field of research, namely: the focus on new product design with a value chain perspective that concentrates on downstream in the chain.