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Commercializing a radical innovation: probing the way to the market: Probing the way to the market

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Commercializing a radical innovation: probing the way to the market : Probing the way to the market. / Aarikka-Stenroos, Leena; Lehtimäki, Tuula.

In: Industrial Marketing Management, Vol. 43, No. 8, 2014, p. 1372-1384.

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Aarikka-Stenroos, Leena ; Lehtimäki, Tuula. / Commercializing a radical innovation: probing the way to the market : Probing the way to the market. In: Industrial Marketing Management. 2014 ; Vol. 43, No. 8. pp. 1372-1384.

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@article{ef5272dd41214509b3057bfc545968ce,
title = "Commercializing a radical innovation: probing the way to the market: Probing the way to the market",
abstract = "Needs, market structures, business models, and relationships concerning radical innovations (RIs) are unpredictable and, consequently, firms face critical challenges in commercialization. Therefore, this study examines the commercialization of RIs as a process complicated by divergent challenges. By drawing on the literature on innovation management, RIs, and the commercialization and adoption of innovations, and by analyzing six longitudinal cases, the study generates its contribution: a dynamic process model for the commercialization of RIs. The model captures the iterative and partially unpredictable commercialization process comprising transits back and forth between three main zones: strategic marketing decision making, market creation and preparation, and sales creation and development. Over this probing process, a firm faces major commercialization challenges: 1) choosing a feasible strategy in conditions of uncertainty, 2) understanding the benefits of innovation from the customer's perspective, 3) creating credibility, 4) acquiring support from stakeholders and the ecosystem, 5) overcoming adoption barriers, and 6) creating sales. For managers, the results suggest diligence in the neglected market creation and preparation zone instead of attempting rushed sales creation.",
keywords = "Case study, Commercialization, Innovation management, Innovation process, Radical innovation",
author = "Leena Aarikka-Stenroos and Tuula Lehtim{\"a}ki",
year = "2014",
doi = "10.1016/j.indmarman.2014.08.004",
language = "English",
volume = "43",
pages = "1372--1384",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier",
number = "8",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Commercializing a radical innovation: probing the way to the market

T2 - Probing the way to the market

AU - Aarikka-Stenroos, Leena

AU - Lehtimäki, Tuula

PY - 2014

Y1 - 2014

N2 - Needs, market structures, business models, and relationships concerning radical innovations (RIs) are unpredictable and, consequently, firms face critical challenges in commercialization. Therefore, this study examines the commercialization of RIs as a process complicated by divergent challenges. By drawing on the literature on innovation management, RIs, and the commercialization and adoption of innovations, and by analyzing six longitudinal cases, the study generates its contribution: a dynamic process model for the commercialization of RIs. The model captures the iterative and partially unpredictable commercialization process comprising transits back and forth between three main zones: strategic marketing decision making, market creation and preparation, and sales creation and development. Over this probing process, a firm faces major commercialization challenges: 1) choosing a feasible strategy in conditions of uncertainty, 2) understanding the benefits of innovation from the customer's perspective, 3) creating credibility, 4) acquiring support from stakeholders and the ecosystem, 5) overcoming adoption barriers, and 6) creating sales. For managers, the results suggest diligence in the neglected market creation and preparation zone instead of attempting rushed sales creation.

AB - Needs, market structures, business models, and relationships concerning radical innovations (RIs) are unpredictable and, consequently, firms face critical challenges in commercialization. Therefore, this study examines the commercialization of RIs as a process complicated by divergent challenges. By drawing on the literature on innovation management, RIs, and the commercialization and adoption of innovations, and by analyzing six longitudinal cases, the study generates its contribution: a dynamic process model for the commercialization of RIs. The model captures the iterative and partially unpredictable commercialization process comprising transits back and forth between three main zones: strategic marketing decision making, market creation and preparation, and sales creation and development. Over this probing process, a firm faces major commercialization challenges: 1) choosing a feasible strategy in conditions of uncertainty, 2) understanding the benefits of innovation from the customer's perspective, 3) creating credibility, 4) acquiring support from stakeholders and the ecosystem, 5) overcoming adoption barriers, and 6) creating sales. For managers, the results suggest diligence in the neglected market creation and preparation zone instead of attempting rushed sales creation.

KW - Case study

KW - Commercialization

KW - Innovation management

KW - Innovation process

KW - Radical innovation

UR - http://www.scopus.com/inward/record.url?scp=84906073366&partnerID=8YFLogxK

U2 - 10.1016/j.indmarman.2014.08.004

DO - 10.1016/j.indmarman.2014.08.004

M3 - Article

VL - 43

SP - 1372

EP - 1384

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 8

ER -