Towards Entering a New Market: The Role of Cooper's Stage-Gate Model in Market Knowledge Absorption
(2016) ENTN39 20161Department of Business Administration
- Abstract
- Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption
Date of the Seminar: 18.05.2016
Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Tim Müller & Jukka Riitamäki
Supervisor: Anna Brattström
Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.
Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?
Methodology: To answer the research... (More) - Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption
Date of the Seminar: 18.05.2016
Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Tim Müller & Jukka Riitamäki
Supervisor: Anna Brattström
Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.
Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?
Methodology: To answer the research question, a major company within the Swedish food industry is used as a case study. An embedded, multiple, and polar research design is applied to examine the topic. A composition of inductive and deductive research approaches is used and an interpretive epistemological attitude is employed. Data is collected through semi-structured interviews within the case company and analyzed in a longitudinal manner.
Theoretical perspectives: This study is based on the theories about the stage-gate model (Cooper, 1990; Cooper, 2008; Cooper, 2011; Cooper, 2014), new product development (Clark & Fujimoto, 1991; Brown & Eisenhardt, 1995; Howieson, Lawley & Selen, 2014), market knowledge absorption (Glazer, 1991; Tavani et al., 2013), market knowledge competence (Prahalad & Hamel, 1990; Day, 1994; Li & Calantone, 1998), and new market entry (Lieberman & Montgomery, 1988; Lieberman & Asaba, 2006; Namwoon, Sungwook & Seoil, 2015).
Conclusion: This study contributes to existing literature on Cooper’s stage-gate model in relation to market knowledge absorption. It was found that the stage-gate model is a good facilitator for absorbing market knowledge. The primary reason as to why some teams within the company used as a case study for this research failed to gain relevant market knowledge with respect to some of their products was due to their decisions to deviate from standardized market knowledge absorption procedures. In this study, the lack of time and irrational behavior of individuals were identified as reasons for such deviations. However, it is likely that other motives exist as well, which remain as a topic for future research. Based on these findings, managerial implications and advice for managers on how to advance the application of the stage-gate model with respect to gaining market understanding are given. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8876259
- author
- Müller, Tim LU and Riitamäki, Jukka LU
- supervisor
- organization
- course
- ENTN39 20161
- year
- 2016
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry
- language
- English
- id
- 8876259
- date added to LUP
- 2016-06-17 17:07:14
- date last changed
- 2016-06-17 17:07:14
@misc{8876259,
abstract = {{Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption
Date of the Seminar: 18.05.2016
Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Tim Müller & Jukka Riitamäki
Supervisor: Anna Brattström
Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.
Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?
Methodology: To answer the research question, a major company within the Swedish food industry is used as a case study. An embedded, multiple, and polar research design is applied to examine the topic. A composition of inductive and deductive research approaches is used and an interpretive epistemological attitude is employed. Data is collected through semi-structured interviews within the case company and analyzed in a longitudinal manner.
Theoretical perspectives: This study is based on the theories about the stage-gate model (Cooper, 1990; Cooper, 2008; Cooper, 2011; Cooper, 2014), new product development (Clark & Fujimoto, 1991; Brown & Eisenhardt, 1995; Howieson, Lawley & Selen, 2014), market knowledge absorption (Glazer, 1991; Tavani et al., 2013), market knowledge competence (Prahalad & Hamel, 1990; Day, 1994; Li & Calantone, 1998), and new market entry (Lieberman & Montgomery, 1988; Lieberman & Asaba, 2006; Namwoon, Sungwook & Seoil, 2015).
Conclusion: This study contributes to existing literature on Cooper’s stage-gate model in relation to market knowledge absorption. It was found that the stage-gate model is a good facilitator for absorbing market knowledge. The primary reason as to why some teams within the company used as a case study for this research failed to gain relevant market knowledge with respect to some of their products was due to their decisions to deviate from standardized market knowledge absorption procedures. In this study, the lack of time and irrational behavior of individuals were identified as reasons for such deviations. However, it is likely that other motives exist as well, which remain as a topic for future research. Based on these findings, managerial implications and advice for managers on how to advance the application of the stage-gate model with respect to gaining market understanding are given.}},
author = {{Müller, Tim and Riitamäki, Jukka}},
language = {{eng}},
note = {{Student Paper}},
title = {{Towards Entering a New Market: The Role of Cooper's Stage-Gate Model in Market Knowledge Absorption}},
year = {{2016}},
}