From innovation to market entry: a strategic management model for new technologies

In this paper, we introduce a new framework that generates a list of strategic actions to support successful management of the innovation process as new technologies are taken to market. The framework links different stakeholders inside and outside the organisation to obtain an holistic view of the requirements necessary to develop the new technology. It integrates and synthesises existing frameworks into an inclusive set of guidelines. The framework is then tested in a case study located in a mid-size semiconductor organisation currently seeking new business opportunities in the emerging photovoltaic market. We conclude by reflecting on the usefulness of the model. Theoretically, the paper contributes to the literature on the management of the introduction of new technologies; practically, the framework provides a normative tool for practising managers.

[1]  Robert Phaal,et al.  Technology roadmapping—A planning framework for evolution and revolution , 2004 .

[2]  Melissa A. Schilling.  Technology Success and Failure in Winner-Take-All Markets: The Impact of Learning Orientation, Timing, and Network Externalities , 2002 .

[3]  Sylwia Męcfal.  Recenzja książki. Robert K. yin, Case Study Research. Design and Methods (fourth Edition), thousand Oaks, CA: Sage Publications, 2009 , 2012 .

[4]  Chun Wei Choo,et al.  Innovation and knowledge creation: How are these concepts related? , 2006, Int. J. Inf. Manag..

[5]  D. L. Ransley,et al.  Upgrading Your Patenting Process , 1997 .

[6]  D. E. Fisher.  Managing the risks of commercializing new technology , 2000, Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139).

[7]  S. R. Rosenthal,et al.  Towards holistic front ends in new product development , 1998 .

[8]  P. Schoemaker,et al.  Scanning the periphery. , 2005, Harvard business review.

[9]  D. Teece.  Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy , 1993 .

[10]  Jean Hartley,et al.  Case study research , 2004 .

[11]  M. Jacobides,et al.  Benefiting from Innovation: Value Creation, Value Appropriation and the Role of Industry Architectures , 2006 .

[12]  Clayton M. Christensen,et al.  CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS , 1996 .

[13]  George Scott,et al.  Strategic Planning for High-Tech Product Development , 2001, Technol. Anal. Strateg. Manag..

[14]  Dirk Deschoolmeester,et al.  R&D/marketing communication during the fuzzy front-end , 1995 .

[15]  Robert G. Cooper,et al.  Stage-gate systems: A new tool for managing new products , 1990 .

[16]  W. Hoffmann.  PV on the way from a few lead markets to a world market , 2006, 2006 IEEE 4th World Conference on Photovoltaic Energy Conference.

[17]  Kim B. Clark,et al.  Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of , 1990 .

[18]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[19]  Philip E. T. Lewis,et al.  Research Methods for Business Students , 2006 .

[20]  John Gennard,et al.  Business strategic decision making: the role and influence of directors , 2007 .

[21]  Emmett W. Eldred,et al.  Commercializing New Technology—I , 1997 .

[22]  Bente Anda,et al.  Experiences from conducting semi-structured interviews in empirical software engineering research , 2005, 11th IEEE International Software Metrics Symposium (METRICS'05).

[23]  Mike Ropp,et al.  Comparative study of maximum power point tracking algorithms using an experimental, programmable, maximum power point tracking test bed , 2000, Conference Record of the Twenty-Eighth IEEE Photovoltaic Specialists Conference - 2000 (Cat. No.00CH37036).

[24]  Shaker A. Zahra,et al.  Transforming technological pioneering into competitive advantage , 1995 .

[25]  David Wilemon,et al.  Focusing the Fuzzy Front-End in New Product Development , 2002 .

[26]  M. Miles.  Qualitative Data as an Attractive Nuisance: The Problem of Analysis , 1979 .

[27]  Cherie Courseault Trumbach.  Addressing the information needs of technology managers: Making derived information usable , 2006, Technol. Anal. Strateg. Manag..

[28]  John E. Ettlie,et al.  Changing Strategies and Tactics for New Product Development , 2004 .

[29]  M. Heath,et al.  Food choice by older people: the use of semi-structured interviews with open and closed questions. , 2000, Gerodontology.

[30]  Matthew B. Miles,et al.  Qualitative Data Analysis: An Expanded Sourcebook , 1994 .

[31]  J. Gans,et al.  The Product Market and the Market for 'Ideas': Commercialization Strategies for Technology Entrepreneurs , 2002 .

[32]  Clayton M. Christensen,et al.  Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network , 1995 .

[33]  S. Ward,et al.  Minimising the effects of dysfunctional corporate culture in estimation and evaluation processes: A constructively simple approach , 2006 .

[34]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[35]  T. M. Nevens,et al.  Commercializing technology: What the best companies do , 1990 .

[36]  Stephen Ward,et al.  Project risk management , 2005 .

[37]  Steven C. Wheelwright,et al.  Strategic Management of Technology and Innovation , 1992 .

[38]  George S. Day,et al.  Avoiding the Pitfalls of Emerging Technologies , 2000 .

[39]  Carolyn B. Seaman,et al.  Qualitative Methods in Empirical Studies of Software Engineering , 1999, IEEE Trans. Software Eng..

[40]  P. Trott.  The role of market research in the development of discontinuous new products , 2001 .

[41]  Jakki J. Mohr,et al.  Marketing of High-Technology Products and Innovations , 2001 .

[42]  Steven T. Walsh,et al.  Differentiating market strategies for disruptive technologies , 2002, IEEE Trans. Engineering Management.

[43]  Clayton M. Christensen,et al.  Strategies for Survival in Fast-Changing Industries , 1998 .

[44]  T. Hellström,et al.  Systemic innovation and risk: technology assessment and the challenge of responsible innovation , 2003 .

[45]  Erkko Autio,et al.  NEW, TECHNOLOGY-BASED FIRMS IN INNOVATION NETWORKS SYMPLECTIC AND GENERATIVE IMPACTS , 1997 .

[46]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[47]  Peter A. Koen,et al.  Technology Stage Gate: A Structured Process for Managing High Risk, New Technology Projects , 2001 .

[48]  Michael P. Bigwood.  Managing the New Technology Exploitation Process , 2004 .

[49]  John R. Hauser,et al.  Design and marketing of new products , 1980 .

[50]  Charles H. Noble,et al.  A model of market entry in an emerging technology market , 2005, IEEE Transactions on Engineering Management.