Product details

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Case
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Reference no. 497-035-1
Authors: Andrew D Brown
Published by: Cambridge Judge Business School, University of Cambridge
Published in: 1997

Abstract

This case tells the story of a new product development at Sugar Inc, a medium sized UK-based confectionery company. The events related took place in the late 1980s and early 1990s. All the data for this case were collected by a single researcher (the author) over a period of 18 months. During this time more than 80 formal taped interviews were conducted and large amounts of documentation collected. The result is a fairly detailed account of the main events which ensued. It has been written with MBA students and executives in mind. The case may be used as the basis for assessing individual students, to encourage small group discussions, and as the material basis for larger class discussions. The principal learning points include, but are no way restricted to: (1) the view of organisations as political arenas in which concepts of power, interests, conflict and legitimacy are analytically important; and (2) the reality of new product development in organisations, which often bears little resemblance to th neat rationalistic models that dominate the literature.
Location:
Size:
Medium, 2,000 people
Other setting(s):
Mid 1980s to early 1990s

About

Abstract

This case tells the story of a new product development at Sugar Inc, a medium sized UK-based confectionery company. The events related took place in the late 1980s and early 1990s. All the data for this case were collected by a single researcher (the author) over a period of 18 months. During this time more than 80 formal taped interviews were conducted and large amounts of documentation collected. The result is a fairly detailed account of the main events which ensued. It has been written with MBA students and executives in mind. The case may be used as the basis for assessing individual students, to encourage small group discussions, and as the material basis for larger class discussions. The principal learning points include, but are no way restricted to: (1) the view of organisations as political arenas in which concepts of power, interests, conflict and legitimacy are analytically important; and (2) the reality of new product development in organisations, which often bears little resemblance to th neat rationalistic models that dominate the literature.

Settings

Location:
Size:
Medium, 2,000 people
Other setting(s):
Mid 1980s to early 1990s

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