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This study aims to identify the appropriate combination of attributes that must be present to deliver value in a new product for a pharmaceutical enterprise.

The application object was the Metronidazole analytical standard, using choice experiments to product attributes and price.

The practical results indicate that consumer value anticipation allows entry into the market with higher competitiveness.

Conceptually, it uses a value delivery approach, generally applied to large companies, in a case aimed at enterprises. In practice, for the enterprise studied, the value anticipation by the consumer allows entry into the market with higher competitiveness.

This study aims to propose guidelines for developing circular products based on waste recovery that are aligned with sustainable production and consumption.

A systematic literature review and case studies on circular product development were conducted. In total, 15 companies with products based on waste recovery and aligned with sustainable production and consumption goal were studied.

The results show the decisions and strategies applied at each stage of the new product development process, including the design for recycling, the use of waste as a raw material for products and the concern for reducing pollution and recovering end-of-life products.

The cases studied meet the goals of efficient use of natural resources and waste reduction by preventing, reducing, recycling and reusing waste. For practitioners, a set of guidelines is proposed to help companies develop circular products based on waste recovery.

Previous studies have not evaluated the new product development process and circularity from the institutional theory and waste valorization perspectives.

A comprehensive understanding about open innovation implementation is still lacking. In particular, a compilation of drivers and barriers for OI implementation is absent from the literature. Thus, the purpose of this paper is to identify critical success factors (CSFs) for OI implementation at the firm level.

A systematic literature review was conducted in order to identify CSFs for OI implementation in previously published literature. A total of 2,894 papers were identified, 156 of which were subjected to full independent analysis by the three authors. The following aspects were considered: research strategy, approach (empirical or theoretical) and objectives; theoretical background; methodological procedures; main results; and contributions to the literature. If the paper reported empirical research that included a description of actual OI implementation, additional aspects were analyzed: industry or sector of application; firm characteristics; success of OI implementation and OI tools and techniques reported.

A synthetizing framework with six thematic categories of CSFs was proposed: leadership, internal innovation capability, network and relationships, strategy, technology management, and culture. A total of 22 CSFs for OI implementation were identified within these categories.

The proposed framework is an attempt to systematically generate a comprehensive list of factors that impact OI implementation. As such, it can support the theoretical development of OI-related capabilities, and serve as basis for future research that investigates operationalization and measurement of such capabilities.

The purpose of this paper is to examine the relation between the utilization of the customization strategy and the availability of the online toolkit and its features with the commercial variables of businesses.

The sample used in this paper consists of 134 cases of corporate brands in the automobile industry; their sales correspond to 49.12 percent of vehicles produced in 2012. The logistic regression analysis was then applied to the sample.

This paper confirmed the relationship between the use of toolkits for customization and business variables, like vehicle sales.

The generated model allows the prediction of market conditions which recommended to provide the toolkit for customization, and if implemented, what combination of features it must have.

Customer value is the key to successful innovation management. This task is considered complex and abstract. For this reason, several models have been proposed to that end, among them, Lean approaches. Lean's background has been applied to value identification, providing many benefits. This paper aims at analyzing the practices employed to identify customer value through Lean approaches.

Through a systematic literature review, the main Lean practices for customer value identification were categorized based on five main streams: (1) customer development, (2) customer value, (3) lean product, (4) lean start-up, and (5) lean innovation. These practices were organized into a framework that addresses value identification based on ideation, value prospection, requirements, construction and measurement, and value delivery.

In total, 33 practices were found to support capturing the value from the customer's perception. Additionally, a discussion is provided on the complementarity and differences between practices.

A framework is proposed to integrate the five streams and the corresponding practices for value identification. The results provide mechanisms that can benefit practitioners to better understand the value demanded by customers during innovation management. In fact, practitioners can use the proposed framework to identify value to customers in a holistic way. Academically, the results gather research on customer value and innovation management to contribute with a novel artifact for customer value identification in operations management using Lean approaches. Finally, a future research agenda on value identification is proposed.

The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.

In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.