Antonio, K. L., Richard, C. Y., & Tang, E. (2009). The complementarity of internal integration and product modularity: an empirical study of their interaction effect on competitive capabilities. Journal of Engineering and Technology Management, 26(4), 305-326.

Backman, M., Börjesson, S., & Setterberg, S. (2007). Working with concepts in the fuzzy front end: exploring the context for innovation for different types of concepts at Volvo Cars. R & D Management, 37(1), 17-28.

Bagno, R. B., Salerno, M. S., & Dias, A. V. C. (2017). Innovation as a new organizational function: evidence and characterization from large industrial companies in Brazil. Production, 27, 27.

Balogun, J., Huff, A. S., & Johnson, P. (2003). Three responses to the methodological challenges of studying strategizing. Journal of Management Studies, 40(1), 197-224.

Börjesson, S., Elmquist, M., & Hooge, S. (2014). The challenges of innovation capability building: Learning from longitudinal studies of innovation efforts at Renault and Volvo Cars. Journal of Engineering and Technology Management, 31, 120-140.

Brook, J. W., & Pagnanelli, F. (2014). Integrating sustainability into innovation project portfolio management: a strategic perspective. Journal of Engineering and Technology Management, 34, 46-62.

Chávez, A., & Lara, A. (2016). Evolution of the complex nature of electrical vehicles. International Journal of Automotive Technology and Management, 16(4), 389-411.

Cheng, L. C. (2003). QFD in product development: methodological characteristics and a guide for intervention. International Journal of Quality & Reliability Management, 20(1), 107-122.

Chiesa, V. (1999). Technology development control styles in multinational corporations: a case study. Journal of Engineering and Technology Management, 16(2), 191-206.

Cooper, R. G. (1988). Predevelopment activities determine new product success. Industrial Marketing Management, 17(3), 237-247.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1997). Portfolio management in new product development: Lessons from the leaders--I. Research Technology Management, 40(5), 16-28.

Coughlan, P., & Coghlan, D. (2002). Action research for operations management. International Journal of Operations & Production Management, 22(2), 220-240.

Donaldson, L. (2001). The contingency theory of organizations. Atlanta: Sage.

Eden, C., & Huxham, C. (1996). Action research for management research. British Journal of Management, 7(1), 75-86.

Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: opportunities and challenges. Academy of Management Journal, 50(1), 25-32.

Elverum, C. W., & Welo, T. (2015). On the use of directional and incremental prototyping in the development of high novelty products: two case studies in the automotive industry. Journal of Engineering and Technology Management, 38, 71-88.

Eppler, M. J., & Platts, K. W. (2009). Visual strategizing: the systematic use of visualization in the strategic-planning process. Long Range Planning, 42(1), 42-74.

Freitas, J. S., Bagno, R. B., Bertollo, C. M., Alves, T. M. A., Zani, C. L., Cheng, L. C., & Gonçalves, C. A. (2019). Adapting the roadmapping approach to science-intensive organizations: lessons from a drug development program for neglected diseases. Journal of Engineering and Technology Management, 52, 3-15.

Högman, U., & Johannesson, H. (2013). Applying stage-gate processes to technology development: experience from six hardware-oriented companies. Journal of Engineering and Technology Management, 30(3), 264-287.

Holahan, P. J., Sullivan, Z. Z., & Markham, S. K. (2014). Product development as core competence: how formal product development practices differ for radical, more innovative, and incremental product innovations. Journal of Product Innovation Management, 31(2), 329-345.

Katz, G. (2011). Rethinking the product development funnel. Visions, 35(2), 24-31.

Khurana, A., & Rosenthal, S. R. (1997). Integrating the fuzzy front end of new product development. MIT Sloan Management Review, 38(2), 103.

Khurana, A., & Rosenthal, S. R. (1998). Towards holistic “front ends” in new product development. Journal of Product Innovation Management, 15(1), 57-74.

Kim, E., Beckman, S. L., & Agogino, A. (2018). Design roadmapping in an uncertain world: implementing a customer-experience-focused strategy. California Management Review, 61(1), 43-70.

Kim, J., & Wilemon, D. (2002). Focusing the fuzzy front-end in new product development. R & D Management, 32(4), 269-279.

Kim, J., & Wilemon, D. (2003). Sources and assessment of complexity in NPD projects. R & D Management, 33(1), 15-30.

Koen, P., Ajamian, G., Burkart, R., Clamen, A., Davidson, J., D’Amore, R., Elkins, C., Herald, K., Incorvia, M., Johnson, A., Karol, R., Seibert, R., Slavejkov, A., & Wagner, K. (2001). Providing clarity and a common language to the” fuzzy front end. Research Technology Management, 44(2), 46-55.

Lagerström, R., Addibpour, M., & Heiser, F. (2017). Product feature prioritization using the Hidden Structure method: a practical case at Ericsson. In Portland International Conference on Management of Engineering and Technology (PICMET). Piscataway: IEEE.

Langner, B., & Seidel, V. P. (2009). Collaborative concept development using supplier competitions: insights from the automotive industry. Journal of Engineering and Technology Management, 26(1-2), 1-14.

Maniak, R., Midler, C., Beaume, R., & Von Pechmann, F. (2014). Featuring capability: how carmakers organize to deploy innovative features across products. Journal of Product Innovation Management, 31(1), 114-127.

Markham, S. K., & Lee, H. (2013). Use of an innovation board to integrate the front end of innovation with formal NDP processes: a longitudinal study. Research Technology Management, 56(4), 37-44.

Markham, S. K., & Mugge, P. C. (2015). Traversing the Valley of Death: a practical guide for corporate innovation leaders. Stephen K. Markham and Paul C. Mugge.

Matos, H. H. D., Dias, A. V. C., & Bagno, R. B. (2019). Incremental and’radical’innovation in an emergent country automotive subsidiary: is there any organisational ambidexterity there? International Journal of Automotive Technology and Management, 19(3-4), 206-228.

Mendes, G. H. S., & Oliveira, M. G. (2015). Bibliometric analysis of the front-end of innovation. In Portland International Conference on Management of Engineering and Technology (PICMET). Piscataway: IEEE.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363.

Moenaert, R. K., De Meyer, A., Souder, W. E., & Deschoolmeester, D. (1995). R&D/marketing communication during the fuzzy front-end. IEEE Transactions on Engineering Management, 42(3), 243-258.

Morris, D., Madzudzo, G., & Garcia-Perez, A. (2018). Cybersecurity and the auto industry: the growing challenges presented by connected cars. International Journal of Automotive Technology and Management, 18(2), 105-118.

Murphy, S. A., & Kumar, V. (1997). The front end of new product development: a Canadian survey. R & D Management, 27(1), 5-15.

Nikitas, A., Njoya, E. T., & Dani, S. (2019). Examining the myths of connected and autonomous vehicles: analysing the pathway to a driverless mobility paradigm. International Journal of Automotive Technology and Management, 19(1-2), 10-30.

Nobelius, D., & Sundgren, N. (2002). Managerial issues in parts sharing among product development projects: a case study. Journal of Engineering and Technology Management, 19(1), 59-73.

Nobelius, D., & Trygg, L. (2002). Stop chasing the front end process: management of the early phases in product development projects. International Journal of Project Management, 20(5), 331-340.

O’Connor, G. C., Corbett, A. C., & Peters, L. S. (2018). Beyond the champion: institutionalizing innovation through people. Stanford: Stanford University Press.

Oliveira, M. G., Bagno, R. B., Mendes, G. H. S., Rozenfeld, H., & Nascimento, P. T. (2016). The Front-Hub of Innovation: rethinking the front-end of the innovation process. In R&D Management Conference. Cambridge, UK: Center for Technology Management.

Oliveira, M. G., Phaal, R., Probert, D., Cunha, V. P., & Rozenfeld, H. (2011). A starting point for addressing product innovativeness in the Fuzzy Front–End. International Journal of Technology Intelligence and Planning, 7(4), 309-326.

Péréa, C., & Von Zedtwitz, M. (2018). Organic vs. mechanistic coordination in distributed New Product Development (NPD) teams. Journal of Engineering and Technology Management, 49, 4-21.

Persson, M., & Åhlström, P. (2013). Product modularisation and organisational coordination. International Journal of Automotive Technology and Management, 13(1), 55-74.

Phaal, R., Farrukh, C. J., & Probert, D. R. (2004). Technology roadmapping: a planning framework for evolution and revolution. Technological Forecasting and Social Change, 71(1-2), 5-26.

Poskela, J., & Martinsuo, M. (2009). Management control and strategic renewal in the front end of innovation. Journal of Product Innovation Management, 26(6), 671-684.

Proff, H. (2018). Heterogeneity of the steering of foreign subsidiaries in multinational automotive companies. International Journal of Automotive Technology and Management, 18(1), 29-45.

Reid, S. E., & De Brentani, U. (2004). The fuzzy front end of new product development for discontinuous innovations: a theoretical model. Journal of Product Innovation Management, 21(3), 170-184.

Smith, P. G., & Reinertsen, D. G. (1991). Developing products in half the time. New York: Van Nostrand Reinhold.

Terwiesch, C., & Ulrich, K. (2008). Managing the opportunity portfolio. Research Technology Management, 51(5), 27-38.

Thölke, J. M., Hultinka, E. J., & Robbenb, H. S. J. (2001). Launching new product features: a multiple case examination. Journal of Product Innovation Management, 18(1), 3-14.

Tolbert, P. S., & Zucker, L. G. (1999). The institutionalization of institutional theory. In S. R. Clegg & C. Hardy (Eds.), Studying organization: theory & method (pp. 169-184). London: Sage.