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China’s status as the world’s top destination for foreign direct investment and the largest trading nation is likely to attract more international firms seeking market entrance, and increase the speed of expansion by those already present in the market. Its progress in reaching this point has been accompanied by significant changes in laws and regulations. This study sets out to understand the events of foreign market entry to emerging markets experiencing recurring changes in laws and regulations, and asks the research question: How may institutional change in the host market influence the market entry behaviour of the firm over time? Based on retrospective longitudinal case studies of DeLaval, Elekta and Höganäs from 1980 to 2010, the findings show that institutional change taking place in the host market plays a signal role that enables firms to recognise the availability and accessibility of market opportunity. Firms also make market commitment accordingly to capture the market opportunity recognised. Additionally, institutional change comes in different forms (transitional change and turbulent change), and plays out differently in various industries and at various points in time. They also have varying influences on market opportunity in terms of the source through which it is recognised (structural opportunity and relational opportunity), and the direction in which market commitment is made (commitment toward the host market, relationships, and organisational integration). Furthermore, depending on the point in time, the relations among institutional change, market opportunity, and market commitment may change. While a consistent level of institutional change encourages firms to recognise structural opportunity, the escalation of institutional change over time seems to influence firms to form stronger relationship commitment with local actors and leads to stronger recognition of relational opportunity. This study’s findings imply that recurring institutional changes in emerging markets have an overarching impact on foreign market entry of the firm, and needs to be understood from a long-term perspective. Foreign firms that have acquired experience in emerging markets over time face less of a threat from ongoing institutional changes. Actively engaging in the host market and remaining alert to information from various sources will enable firms to recognise market opportunity in emerging markets.

Digitalization is hitting the energy industry by empowering energy producers and retailers, butmore importantly it’s empowering the end customers and the energy producers and retailers areno longer in possession of all power. Due to digitalization, energy networks are beingmodernized and new emerging technologies called smart grids and smart meters have beenintroduced. Smart grids can automatically monitor energy flows and adjust to changes in energysupply and demand. Smart meters on the other hand empowers the consumers to adapt theirenergy usage in both time and volume to different energy prices throughout the day by costcuttingtheir energy.With empowered and conscious end-customers, electricity retailers will have to compete in newways or risk losing their business. There is a risk that the majority of the over 100 electricityretailers in Sweden will be wiped out with time if data and information is not leveraged to theend-customers. This is potentially also threatening the business of TSU as well as othercompanies providing IT solutions to the energy market.For long Tieto Smart Utility (TSU) has offered IT services for both electricity retailers anddistributors across the Nordics. In relation to recently developed solutions as well as theopportunities and challenges created by digitalization and disruptive technologies such as smartmeters, the Nordic countries are in the forefront. Hence, TSU sees a potential in increasing itspresence in Western Europe to provide services to the retailers and distributors. However, inorder to expand to Western European countries TSU seeks to have a greater marketunderstanding of the different markets, in terms of for example market size, market structure,regulations. The problem is to have a structured and comprehensive way to increase marketunderstanding when assessing new West European energy markets due to the major differencesin each country.This thesis therefore aims to develop a framework which enables IT solution providers toconduct a market opportunity analysis in order to increase market awareness and assess theopportunities and potential in Western European markets, influenced by the smart-meter roll outand thus facilitate strategic decisions.A framework has been developed on the foundation on existing frameworks and applied onTSU by conducting a case study on a market opportunity assessment tool for energy IT solutionproviders. The framework consists of three levels of analysis; European-, Country- andCustomer Level which intends to identify market opportunities and potential.This thesis provides a framework for companies who wants to assess market opportunities andfacilitates strategic decisions regarding the potential of entering the markets. The findings of thisthesis has shown that the market opportunities for TSU are the greatest in Germany especiallydue to the market magnitude as well as the status for the smart meter roll-out. Furthermore,since IT solution providers usually offers many different services and solutions, the findings canbe used in a larger extent in order to asses the potential depending on type service and solution.

Despite the past decade’s increased adoption of scientific methodologies by startups, most still fail to scale into large companies. The paralyzing plethora of advice, theory and models recommended to startups is poorly matched by practical advice on the applicability and implications of actually following the recommendations. In this action-based research I, an IT consultant for twelve years and founder/co-founder of several startups, try out and evaluate the applicability of methodologies for applying scientific management principles to innovation in early-stage startups. In the first part of my research, I use an naive explorative hands-on approach which results in insights into the limited applicability of popular methodologies such as Growth Hacking and The Lean Startup. These limitations are especially pronounced for early-stage startups who are yet to launch a minimum viable product (MVP), as well as those that have trouble to decide which hypotheses are the riskiest. Most actionable insights during this part stemmed from the engagement in various thought-experiments and reflections, and not from external customer feedback. To remedy this, and to thoroughly evaluate the applicability of a pre-launch market assessment method, I engage in market opportunity discovery following the recommendations set forth by Outcome-Driven Innovation (ODI). This hands-on in-depth approach yielded seemingly high-quality actionable insights with direct implications for the product and marketing strategy of the studied early-stage startup. In the discussion part, I reflect over the applicability of the evaluated methodologies and argue that the main difference between applicable and non-applicable methodologies is whether they are manufacturing-based or needs-based. Finally, I reflect over possible implications and suggest that a startup community wide change of mindset from manufacturing-based methodologies such as The Lean Startup to needs-based methodologies such as Outcome-Driven Innovation will minimize the startup innovation-process variability and increase startup efficiency dramatically on a global scale.