Taking product to market: a selection framework based on life cycle theories

Li, Hui-Hong J.K.; Tan, Kim Hua

doi:10.1504/ijss.2004.005685

Cited by 9 publications

(8 citation statements)

References 3 publications

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“…The origin of a life-cycle theory has been traced back to the 1920s and the field of biology (Li and Tan, 2004). At that time, Lotka found that the growth of living organisms could be accurately represented by an S-curve, which captured a progressive pattern of nascence, growth and decline (Cathomen, 1995).…”

Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

“…Concern with attempting to map the business lifecycle dates back to at least the 1950s and endeavours to understand growth stages of a company better for the purpose of more effectively marketing its product or service (Li and Tan, 2004). Most subsequent uses of life-cycle theory for mapping business growth have been made by the business management field (Bullock, 1983;Greiner, 1972;Duryee, 1994).…”

Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

“…Most subsequent uses of life-cycle theory for mapping business growth have been made by the business management field (Bullock, 1983;Greiner, 1972;Duryee, 1994). The purpose of these models has been to facilitate our understanding of changing organizational dynamics and the evolution of governance structures as the company grows (Li and Tan, 2004). To a lesser extent, life-cycle modelling has also been used to articulate and describe business financing decisions (Urriolagoitia and Planellas, 2007;Avnimelech, Kenney and Teubal, 2004).…”

Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

“…Three other five-stage models are also worthy of note -models developed by Timmons and Spinelli (2007), by Marram (2007) and by Li and Tan (2004). The Timmons and Spinelli model represents current thinking on the management of high-potential, high-technology ventures.…”

Section: A Review Of Selected Modelsmentioning

confidence: 99%

“…The Timmons and Spinelli model represents current thinking on the management of high-potential, high-technology ventures. Li and Tan (2004) also recognize the harvest in their modeldevelopment, start-up, growth, mature, exit. Like the great majority of these models, it does not address the decline or reinvention of a company.…”

Section: A Review Of Selected Modelsmentioning

confidence: 99%

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Revisiting the Business Life-Cycle

Lichtenstein¹,

Lyons²

2008

The International Journal of Entrepreneurship and Innovation

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In this article, the authors offer a critique of 26 different models of the business life-cycle. They find that the models lack clarity in the specification of their stages, blur the distinction between the entrepreneur and the business, suffer from inconsistencies and biases, and suggest that movement through their stages is inevitable. The authors maintain that a new model is needed that unmistakably bounds these stages so that a company's position can clearly be assessed in order to facilitate efficient and effective business development. With this in mind, they propose an actionable six-stage constructivist model and discuss its implications for improved practice and research.

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Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

Section: Purpose and Value Of Modelling The Business Life-cyclementioning

confidence: 99%

Section: A Review Of Selected Modelsmentioning

confidence: 99%

Section: A Review Of Selected Modelsmentioning

confidence: 99%

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Revisiting the Business Life-Cycle

Lichtenstein¹,

Lyons²

2008

The International Journal of Entrepreneurship and Innovation

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The role of life cycle concepts in the assessment of interorganizational alignment

Croteau

Léger

Cassivi

2008

Industrial Management &Amp; Data Systems

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Purpose -This paper aims to investigate the alignment between the information-processing needs and capabilities during interorganizational relationships through the lenses of both the product and the business relationships life cycle concepts, and the types of information exchanged. Design/methodology/approach -This paper follows up on a previous empirical study conducted in the automotive sector, investigating the electronic collaboration within the supply chain of a large European Automotive Supplier (EAS). Out of the 61 respondents from this previous study, four illustrative cases are selected to further investigate their information alignment, where each case involves one specific relationship between EAS and its business partners based on the supply chain collaboration classification provided by the German Association of the Automotive Industry (VDA). Findings -The conclusion is that the phenomenon is bimodal and requires that the different information-processing needs and capabilities associated with each stage of both the product and the business relationships life cycles should be considered.Research limitations/implications -The small number of illustrative cases and the specificity of the chosen sector limit the generalizability of the results. Without considering the various types of information-processing needs and capabilities as well as the stage of both product and business relationships life cycles, a biased conclusion could lead to inappropriate information and communication technology investments and business decisions. Originality/value -The richness of the cases and the genuine integration of the life cycle concepts and the type of information with the notion of alignment help to identify some key aspects of interorganizational relationships.

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Innovation through Information Technology (IT) enabled Business Process Management (BPM): a review of key issues

Al‐Mashari

2006

IJIL

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Taking product to market: a selection framework based on life cycle theories

Cited by 9 publications

References 3 publications

Revisiting the Business Life-Cycle

Revisiting the Business Life-Cycle

The role of life cycle concepts in the assessment of interorganizational alignment

Innovation through Information Technology (IT) enabled Business Process Management (BPM): a review of key issues

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