Hostname: page-component-8448b6f56d-xtgtn Total loading time: 0 Render date: 2024-04-16T04:09:46.541Z Has data issue: false hasContentIssue false

Experimentation Throughout the Product Development Process - Lessons from Food and Beverage Ventures

Published online by Cambridge University Press:  26 July 2019

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Established companies turn to new ventures for bolstering exploration activities, but we know relatively little of the product development processes of startups and new ventures and how different stakeholders are utilized in these. The current study investigated the product development activities and experiments of eight Finnish food and beverage ventures in a multiple case study based on 22 interviews. How the developed products fit into the existing portfolio and experience of the ventures seemed to define their enacted development process. Internal experimentation was a constant feature, although the type of experiments varied between different phases of the development process. External-facing experiments were less frequent and more for validation than concept generation. On the other hand, they also carried important market creation functionalities. The results suggest that more nuanced terminology around experimentation would be useful to determine what type of experiments serve different goals in the development process.

Type
Article
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Acs, Z.J., Autio, E. and Szerb, L. (2013), “National systems of entrepreneurship: measurement issues and policy implications”, GMU School of Public Policy Research Paper No. 2012–08.Google Scholar
Audretsch, D.B. (2002), “The dynamic role of small firms: evidence from the US”, Small Business Economics, Vol. 18 No. 1/3, pp. 1340. https://doi.org/10.1023/A:101510522Google Scholar
Audretsch, D.B., Bönte, W. and Keilbach, M. (2008), “Entrepreneurship capital and its impact on knowledge diffusion and economic performance”, Journal of Business Venturing, Vol. 23 No. 6, pp. 687698.Google Scholar
Baker, T. and Nelson, R.E. (2005), “Creating something from nothing: resource construction through entrepreneurial bricolage”, Administrative Science Quarterly, Vol. 50 No. 3, pp. 329366.Google Scholar
Braun, V. and Clarke, V. (2006), “Using thematic analysis in psychology”, Qualitative Research in Psychology, Vol. 3 No. 2, pp. 77101. http://doi.org/10.1191/1478088706qp063oaGoogle Scholar
Brown, T. (2008), “Design Thinking. Harvard Business Review”, (June), pp. 8492.Google Scholar
Carlgren, L., Rauth, I. and Elmqvist, M. (2016), “Framing design thinking: The concept in idea and enactment”, Creativity and Innovation Management, Vol. 25 No. 1, pp. 3857.Google Scholar
Chell, E. (2004), “Critical incident technique”, in, Cassell, C. and Symon, G. (eds.) Essential Guide to Qualitative Methods in Organisation Studies. SAGE, London, UK, pp. 4560.Google Scholar
Cooper, R.G. (1983), “The new product process: an empirically-based classification scheme”, R&D Management, Vol. 13 No. 1, pp. 113. https://doi.org/10.1111/j.1467-9310.1983.tb01124.xGoogle Scholar
Cooper, R.G. and Kleinschmidt, E.J. (1988), “Resource allocation in the new product process”, Industrial Marketing Management, Vol. 17 No. 3, pp. 249262. https://doi.org/10.1016/0019-8501(88)90008-9Google Scholar
Cooper, R.G. (1994), “Third-Generation New Product Processes”, Journal of Product Innovation Management, Vol. 11, pp. 314. https://doi.org/10.1111/1540-5885.1110003Google Scholar
Earle, M., Earle, R. and Anderson, A. (2001), “Food Product Development”, Woodhead Publishing Limited, England. ISBN: 1855734680Google Scholar
Eisenhardt, K.M. and Graebner, M. (2007), “Theory building from cases: opportunities and challenges”, Academy of Management Review, Vol. 50 No. 1, pp. 2532. https://doi.org/10.5465/amj.2007.24160888Google Scholar
Fisher, G. (2012), “Effectuation, causation, and bricolage: a behavioral comparison of emerging theories in entrepreneurship research”, Entrepreneurship Theory and Practice, Vol. 36 No. 5, pp. 10191051.Google Scholar
Flanagan, J.C. (1954), “The critical incident technique”, Psychological Bulletin, Vol. 15, pp. 327358.Google Scholar
Grunert, K.G. and van Trijp, H.C.M. (2014), “Consumer-Oriented new product development”, In Encyclopedia of Agriculture and Food Systems (pp. 375386). Elsevier.Google Scholar
Hörte, S-Å., Barth, H., Chibba, A., Florén, H., Frishammar, J., Halila, F., Rundquist, J. and Tell, J. (2008), “Product development in SMEs: a literature review”, International Journal of Technology Intelligence and Planning, Vol. 4 No. 3, pp. 299325. https://www.doi.org/10.1504/IJTIP.2008.020099Google Scholar
Liedtka, J. (2014), “Perspective: Linking design thinking with innovation outcomes through cognitive bias reduction”, Journal of Product Innovation Management, Vol. 32 No. 6, pp. 925938.Google Scholar
Linnemann, A.R., Benner, M., Verkerk, R. and van Boekel, A.J.S. (2006), “Consumer-driven food product development”, Trends in Food Science & Technology, Vol. 17 No. 4, pp. 184190.Google Scholar
March, J.G. (1991), “Exploration and exploitation in organizational learning”, Organ. Sci. Vol. 2 No. 1, pp. 7187.Google Scholar
Miner, A.S., Bassoff, P., Moorman, C. (2001), “Organizational Improvisation and Learning: A field study”, Administrative Science Quarterly, Vol. 46, pp. 304337. https://doi.org/10.2307/2667089Google Scholar
Phene, A., Tallman, S. and Almeida, P. (2012), “When do acquisitions facilitate technological exploration and exploitation?”, Journal of Management, Vol. 38 No. 3, pp. 753783.Google Scholar
Ries, E. (2011), “The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses”, Crown Business, New York. p. 336.Google Scholar
Rekonen, S. and Hassi, L. (2018, “Impediments for experimentation in novice design teams”, International Journal of Design Creativity and Innovation. Vol. 6 No. 3–4, pp. 235255.Google Scholar
Shepherd, D.A. (2015), “Party On! A call for entrepreneurship research that is more interactive, activity based, cognitively hot, compassionate, and prosocial”, Journal of Business Venturing, Vol. 30 No. 4, pp. 489507.Google Scholar
Suwannaporn, P. and Speece, M. (2010), “Assessing new product development success factors in the Thai food industry”, British Food Journal, Vol. 112 No. 4, pp. 364386.Google Scholar
Ulrich, K. and Eppinger, S. (2012), “Product design and development”, 5th edition. McGraw-Hill, New York, NY. p. 402. ISBN 978-007-108695-0Google Scholar
Uotila, J. Maula, M., Keil, T. and Zahra, S.A. (2009), “Exploration, exploitation, and financial performance: analysis of s & p 500 corporations”, Strategic Management Journal, Vol. 30 No. 2, pp. 221231.Google Scholar
Van den Bosch, F., Volberda, H., de Boer, M. (1999), “Coevolution of firm absorptive capacity and knowledge environment: organizational forms and combinative capabilities”, Organization Science, Vol. 10 No. 5, pp. 551–568.Google Scholar