Open innovation and the stage-gate process: A revised model for new product development

California Management Review

Volumn 52, Issue 3, 2010, Pages 106-131

  Grönlund, Johan ^a,b   Sjödin, David Rönnberg ^a,c   Frishammar, Johan ^a  

^a LULEÅ UNIVERSITY OF TECHNOLOGY   (Sweden)

^b GE Oil and Gas   (Sweden)

^c Industrial Management   (Sweden)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 77953843702     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.1525/cmr.2010.52.3.106     Document Type: Article

References (129)

1. H. Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology (Boston, MA: Harvard Business School Press, 2003).
2. D.A. Bromley, "Technology Policy," Technology in Society, 26/2-3 (2004): 455-468.
3. H. Chesbrough, W. Vanhaverbeke, and J. West, Open Innovation: Researching a New Paradigm (UK: Oxford University Press, 2006), p. 1.
4. L. Huston and N. Sakkab, "Connect and Develop: Inside Procter & Gamble's New Model for Innovation," Harvard Business Review, 84/3 (March 2006): 58-66;
5. L. Huston and N. Sakkab, "Implementing Open Innovation," Research Technology Management, 50/2 (March/April 2007): 21-25.
6. J. Tao and V. Magnotta, "How Air Products and Chemicals 'Identifies and Accelerates," Research Technology Management, 49/5 (September/October 2006): 12-18.
7. H. Chesbrough and A. Kardon Crowther, "Beyond High Tech: Early Adopters of Open Innovation in Other Industries," R&D Management, 36/3 (June 2006): 229-236.
8. H. Chesbrough and A. Kardon Crowther, "Beyond High Tech: Early Adopters of Open Innovation in Other Industries," R&D Management, 36/3 (June 2006): 229-236.Ibid.;
9. S. Witzeman, G. Slowinski, R. Dirkx, L. Gollob, J. Tao, S. Ward, and S. Miraglia, "Harnessing External Technology for Innovation," Research Technology Management, 49/3 (May/ June 2006): 19-27.
10. R.G. Cooper, "Perspective: The Stage-Gate Idea-to-Launch Process- Update, What's New, and NextGen Systems," Journal of Product Innovation Management, 25/3 (May 2008): 213-232;
11. R.G. Cooper, "How Companies Are Reinventing Their Idea-To-Launch Methodologies," Research Technology Management, 52/2 (March/April 2009): 47-57.
12. R.G. Cooper, "How Companies Are Reinventing Their Idea-To-Launch Methodologies," Research Technology Management, 52/2 (March/April 2009): 47-57.Ibid.
13. Chesbrough (2003), Research Technology Management op. cit.
14. Chesbrough (2003), Research Technology Management Ibid.
15. U. Lichtenthaler and E. Lichtenthaler, "A Capability Based Framework for Open Innovation: Complementing Absorptive Capacity," Journal of Management Studies, 46/8 (December 2009): 1315-1338;
16. D.C. Mowery, "Plus ca change: Industrial R&D in the 'third industrial revolution," Industrial and Corporate Change, 18/1 (February 2009): 1-50.
17. J. Schumpeter, The Theory of Economic Development (Cambridge, MA: Harvard Business School Press, 1934);
18. E. von Hippel, The Sources of Innovation (Oxford: Oxford University Press, 1988)
19. M. Docherty, "Primer on Open Innovation: Principles and Practice," PDMA Visions Magazine, 30/2 (April 2006): 13-17.
20. T.J. Fetterhoff and D. Voelkel, "Managing Open Innovation in Biotechnology," Research Technology Management, 49/3 (May/June 2006): 14-18.
21. Witzeman et al., op. cit.
22. J.F. Christensen, M.H. Olesen, and J.S. Kjaer, "The Industrial Dynamics of Open Innovation-Evidence from the Transformation of Consumer Electronics," Research Policy, 34/10 (December 2005): 1533-1549.
23. E. Enkel, C. Kausch, and O. Gassmann, "Managing the Risk of Customer Integration," European Management Journal, 23/2 (April 2005): 203-213.
24. A. Griffin, "PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices," Journal of Product Innovation Management, 14/6 (November 1997): 429-458.
25. R.G. Cooper, "Stage-Gate System: A New Tool for Managing New Products," Business Horizons. 33/3 (May/June 1990): 44-54.
26. R.G. Cooper, "The New Product Process: A Decision Guide for Management," Journal of Marketing Management, 3/3 (Spring 1988): 238-255.
27. Cooper (2008), Journal of Marketing Management op. cit.
28. Cooper (2008), Journal of Marketing Management Ibid.
29. Cooper (2008), Journal of Marketing Management Ibid.
30. R.G. Cooper and E.J. Kleinschmidt, "New Product Processes at Leading Industrial Firms," Industrial Marketing Management, 20/2 (May 1991): 137-147;
31. P. O'Connor, "Implementing a Stage-Gate Model: A Multi-Company Perspective," Journal of Product Innovation Management, 11/3 (June 1994): 183-200.
32. O'Connor, op. cit.
33. R.G. Cooper, "Third-Generation New Product Processes," Journal of Product Innovation Management, 11/1 (January 1994): 3-14.
34. R. Sethi and Z. Iqbal, "Stage-Gate Controls, Learning Failure, and Adverse Effect on Novel New Products," Journal of Marketing, 72/1 (January 2008): 118-134.
35. Cooper (1994), op. cit.
36. J.E. Ettlie and J.M. Elsenbach, "Modified Stage-Gate Regimes in New Product Development," Journal of Production Innovation Management, 24/1 (January 2007): 20-33.
37. Cooper (2008), Journal of Production Innovation Management op. cit.
38. Cooper (2008), Journal of Production Innovation Management op. cit.;
39. Cooper (2009), Journal of Production Innovation Management op. cit.
40. C.K. Prahalad and G. Hamel, "The Core Competence of the Corporation," Harvard Business Review, 68/3 (May/June 1990): 79-91;
41. D. Leonard-Barton, "Core Capabilities and CoreRigidities: A Paradox in Managing New Product Development," Strategic Management Journal, 13 (Summer Special Issue 1992): 111-125.
42. Leonard-Barton, op. cit.
43. E. Penrose, The Theory of the Growth of the Firm (New York, NY: John Wiley, 1959);
44. B. Wernerfelt, "A Resource-Based View of the Firm," Strategic Management Journal, 5/2 (April-June 1984): 171-180;
45. R. Grant, "The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation," California Management Review, 33/3 (Spring 1991): 114-135.
46. H. Chesbrough and K. Schwartz, "Innovating Business Models With Co-Development Partnerships," Research Technology Management, 50/1 (January/February 2007): 55-59;
47. D.J. Teece, "Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance," Strategic Management Journal, 28/13 (December 2007): 1319-1350.
48. Chesbrough and Schwartz, Strategic Management Journal op. cit.;
49. K. Laursen and A. Salter, "Open For Innovation: The Role of Openness in Explaining Innovation Performance Among UK Manufacturing Firms," Strategic Management Journal, 27/2 (February 2006): 131-50;
50. J.F. Christensen, "Wither Core Competency for the Large Corporation in an Open Innovation World," in H. Chesbrough, W Vanhaverbeke, and J. West, Open Innovation: Researching a New Paradigm (Oxford: Oxford University Press, 2006).
51. Chesbrough and Schwartz,Open Innovation: Researching A New Paradigm op. cit.;
52. H. van der Meer, "Open Innovation - The Dutch Treat: Challenges in Thinking in Business Models," Creativity and Innovation Management, 16/2 (June 2007): 192-202.
53. Teece, op. cit;
54. van der Meer,Creativity and Innovation Management op. cit.;
55. H. Chesbrough, Open Business Models (Boston, MA: Harvard Business School Press, 2006).
56. Chesbrough (2003), Open Business Models op. cit.;
57. Christensen, Olesen, and Kjaer, op. cit.
58. H. Chesbrough and R.S. Rosenbloom, "The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology," Industrial and Corporate Change, 11/3 (June 2002): 529-555.
59. M. Morris, M. Schindehutte, and J. Allen, "The Entrepreneur's Business Model: Toward a Unified Perspective," Journal of Business Research, 58/6 (June 2005): 726-735. (Pubitemid 40105690)
60. Leonard-Barton, op. cit.
61. M. Morris, M. Schindehutte, and J. Allen, "The Entrepreneur's Business Model: Toward a Unified Perspective," Journal of Business Research, 58/6 (June 2005): 726-735. (Pubitemid 40105690)
62. M. Morris, M. Schindehutte, and J. Allen, "The Entrepreneur's Business Model: Toward a Unified Perspective," Journal of Business Research, 58/6 (June 2005): 726-735. (Pubitemid 40105690)
63. Chesbrough (2006), Journal of Business Research op. cit.
64. Chesbrough and Schwartz, Journal of Business Research op. cit.;
65. Teece, op. cit.
66. Chesbrough and Schwartz, Journal of Business Research op. cit.;
67. K.M. Eisenhardt and J.A. Martin, "Dynamic Capabilities: What are They?" Strategic Management Journal, 21/10-11 (October/November 2000): 1105-1121.
68. Eisenhardt and Martin, op. cit.;
69. C.E. Helfat, "Know How and Asset Complementarity and Dynamic Capability Accumulation: The Case of R&D," Strategic Management Journal, 18/5 (May 1997): 339-360;
70. D. Teece, G. Pisano, and A. Shuen, "Dynamic Capabilities and Strategic Management," Strategic Management Journal, 18/7 (August 1997): 509-533.
71. Teece, Strategic Management Journal op. cit.;
72. Eisenhardt and Martin, Strategic Management Journal op. cit.;
73. Helfat,Strategic Management Journal op. cit.;
74. Teece, Pisano, and Shuen, op. cit.
75. Leonard-Barton, op. cit.; E. Daneels, "The Dynamic of Product Innovation and Firm Competences," Strategic Management Journal, 23/12 (December 2002): 1095-1121. (Pubitemid 35459490)
76. Eisenhardt and Martin,Strategic Management Journal op. cit.;
77. Daneels, Strategic Management Journal op. cit.
78. Teece, op. cit
79. .; D.L. Deeds, D. DeCarolis, and J. Coombs, "Dynamic Capabilities and New Product Development in High Technology Ventures: An Empirical Analysis of New Biotechnology Firms," Journal of Business Venturing, 15/3 (May 2000): 211-229.
80. Chesbrough (2003), op. cit.
81. Chesbrough and Rosenbloom, op. cit.
82. K. Eisenhardt, "Building Theory from Case Study Research," Academy of Management Review, 14/4 (October 1989): 532-550;
83. N. Sigglekow, "Persuasion with Case Studies," Academy of Management Journal, 50/1 (February 2007): 20-24.
84. R. Yin, Case Study Research.: Design and Methods, 2nd edition (Thousand Oaks, CA: Sage Publications, 1994).
85. R. Yin, Case Study Research.: Design and Methods,1994,Ibid.
86. Eisenhardt, Case Study Research.: Design and Methods op. cit.
87. M. Miles and M. Huberman, Qualitative Data Analysis: An Expander Sourcebook, 2nd edition (Thousand Oaks, CA: Sage Publications, 1994).
88. M. Miles and M. Huberman, Qualitative Data Analysis: An Expander Sourcebook,1994 Ibid.
89. Yin, Qualitative Data Analysis: An Expander Sourcebook op. cit.
90. N. Denzin and Y. Lincoln, Handbook of Qualitative Research (Thousand Oaks, CA: Sage Publications, 1994).
91. N. Denzin and Y. Lincoln, Handbook of Qualitative Research 1994 Ibid.
92. M. Gibbert, W. Ruigrok, and B. Wicki, "What Passes as a Rigorous Case Study?" Strategic Management Journal, 29/13 (December 2008): 1465-1474.
93. S.C. Wheelwright and K.B. Clark, Revolutionizing Product Development (New York, NY: The Free Press, 1992).
94. R Phillips, K. Nealiey, and T. Broughton, "A Comparative Study of Six Stage-Gate Approaches to Product Development," Integrated Manufacturing Systems, 10/5 (1999): 289-297.
95. Chesbrough (2003), op. cit.;
96. Tao and Magnotta, Integrated Manufacturing Systems op. cit.
97. U. Lichtenthaler, "The Drivers of Technology Licensing: An Industry Comparison," California Management Review, 49/4 (Summer 2007): 67-89.
98. Chesbrough (2003),California Management Review op. cit.
99. Chesbrough (2003),California Management Review Ibid.
100. U. Lichtenthaler and J. Frishammar, "The Impact of Aligning New Product Development and Technology Licensing: A Contingency Perspective," Journal of Product Innovation Management (forthcoming).
101. Chesbrough (2006), op. cit.
102. Chesbrough and Schwartz, op. cit.
103. Eisenhardt and Martin,Journal of Product Innovation Management (Forthcoming).op. cit.;
104. Helfat,Journal of Product Innovation Management (Forthcoming).op. cit.;
105. Teece, Pisano, and Shuen, op. cit.
106. Cooper (2008), op. cit.
107. Chesbrough (2006), op. cit.
108. Chesbrough (2003), op. cit.
109. Chesbrough and Crowther, op. cit.
110. Chesbrough (2003), op. cit.
111. U. Lichtenthaler and H. Ernst, "Technology Licensing Strategies: The Interaction of Process and Content Characteristics," Strategic Organization, 7/2 (May 2009): 183-221;
112. A. Arora, A. Fosfuri, and A. Gambardella, Markets for Technology: The Economics of Innovation and Corporate Strategy (Cambridge, MA: MIT Press, 2001).
113. Chesbrough (2003), Markets for Technology: The Economics of Innovation and Corporate Strategy op. cit.;
114. D. Kline, "Sharing the Corporate Crown Jewels," MIT Sloan Management Review, 44/3 (Spring 2003): 89-93.
115. Arora, Fosfuri, and Gambardella, op. cit.; P.C. Grindley and D.J. Teece, "Managing Intellectual Capital: Licensing and Cross-Licensing in Semiconductors and Electronics," California Management Review, 39/2 (Winter 1997): 8-41. (Pubitemid 127034921)
116. Leonard-Barton, op. cit.
117. Chesbrough and Schwartz, op. cit.
118. D. Collins and C Montgomery, "Competing on Resources: Strategy in the 1990s," Harvard Business Review, 73/4 (July/Augusts 1995): 118-128.
119. H. Chesbrough, "Business Model Innovation: It's Not Just About Technology Anymore," Strategy & Leadership, 35/6 (2007): 12-17.
120. H. Chesbrough, "Business Model Innovation: It's Not Just About Technology Anymore," Strategy & Leadership, 35/6 (2007): 12-17.Ibid.
121. Chesbrough and Schwartz, op. cit.
122. Chesbrough (2006), op. cit.
123. H. Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology (Boston, MA: Harvard Business School Press, 2003), p. 64.
124. Lichtenthaler and Lichtenthaler,Open Innovation: The New Imperative for Creating and Profiting from Technology op. cit.;
125. M. Elmqvist, T. Fredberg and S. Ollila, "Exploring the Field of Open Innovation," European Journal of Innovation Management, 12/3 (2009): 326-345.
126. Cooper (2008),European Journal of Innovation Management op. cit.;
127. Cooper (2009), European Journal of Innovation Management op. cit.
128. Elmqvist, Fredberg, and Ollila, European Journal of Innovation Management op. cit.
129. Elmqvist, Fredberg, and Ollila, European Journal of Innovation Management op. cit.