• Name

    Prandelli

  • First Name

    Emanuela

  • Research Institution

    Emanuela Prandelli is an Associate Professor of Management at Bocconi University, Milan (Italy).  She earned her Ph.D. in Management at Bocconi University (2000) and served as a Research Assistant at the Kellogg School of Management, Northwestern University (years 1998-1999), where she was a Visiting Professor in 2001.  She was Research fellow at St.Gallen University in 1998. Her research interest includes the impact of Information and Communication Technology on firms’ innovation processes and the study of collaborative innovation (direct customer involvement in new product development activities).  She published, among the others, on JM, OS, CMR, SMR, JIM. She won the 2001 Accenture Award for the best paper published in CMR in 2000.  Her recent publications may be obtained at:
    http://didattica.unibocconi.eu/mypage/index.php?IdUte=49042&idr=2340&lingua=eng

  • Area of expertise

    I’m especially interested in the field of collaborative innovation, i.e. the collaborative role that customers can play to enhance the effectiveness of new product development activities (new products selection and/or creation), also thanks to the developments of digital environments. More broadly, I’m interested in the impact of Information and Communication Technologies on innovation processes, the applications of Web 2.0 and Technology Marketing opportunities. Finally, a further field of interest refers to technology and knowledge brokering.

  • Students going for a doctors degree

  • Contact

  • Relevant projects

    At the moment, I’m working on the following core projects:
    •    The psychological consequences of customer empowerment in a company’s new product selection and/or creation processes on product demand, customer willingness to pay, brand attachment, and customer loyalty;
    •    The impact of participation in direct democratic initiatives on individuals’ well-being or happiness and one’s relationship quality with the underlying institution, exploring if democratic participation in decision-making processes per se adds value;
    •    The opportunity to leverage the design mode of common design by users in design-intensive industries, especially focusing on established, design-ladden brands, aiming to understand how do consumers react and under what conditions might this work and why;
    •    Crowdsourcing processes and the opportunities for extending the logics developed within social software to social hardware, identifying the core implications for the underlying business models;
    •    The evolution of dynamic capabilities and the role of dynamic fit (internal versus external fit), in order to support sustainable innovation processes on time.