scispace - formally typeset
Search or ask a question
Journal ArticleDOI

New service development: areas for exploitation and exploration

01 Apr 2002-Journal of Operations Management (No longer published by Elsevier)-Vol. 20, Iss: 2, pp 135-157
TL;DR: The management of new service development (NSD) has become an important competitive concern in many service industries as discussed by the authors, however, NSD remains among the least studied and understood topics in the service management literature.
About: This article is published in Journal of Operations Management.The article was published on 2002-04-01. It has received 688 citations till now. The article focuses on the topics: Service system & New product development.
Citations
More filters
Dissertation
01 Jan 2013
TL;DR: Conceptualisation Active Experimentation Accommodating Diverging Converging Convergence Assimilating this article ) is an active experimentation approach for conceptualization and active experimentation in this article.
Abstract: Conceptualisation Active Experimentation Accommodating Diverging Converging Assimilating

2 citations


Cites background from "New service development: areas for ..."

  • ...• An offering not previously available to a company’s customer, resulting from the addition of a service offering or changes in the service concept which allows the service offering to be made available (Menor, 2000 as given in Menor et al., 2002)....

    [...]

  • ...2.4 NSD & NDP process models As discussed, NSD and NPD processes vary, but are not exclusive of each other (Djellal and Gallouj, 2001; Menor et al., 2002)....

    [...]

  • ...Resources such as development teams and tools play an enabling function in the development process (Menor et al., 2002)....

    [...]

01 Jan 2014
TL;DR: Examination of the effective development of new services and some essential factors that should be taken into account in this process by postal enterprises finds 4 main groups of NSD drivers.
Abstract: The increasing importance of service sector has caused greater interest of both scientific community and practitioners in examining new service development (NSD) and understanding the necessary conditions of successful service innovation. Significant changes happened in the Postal sector during the last decades forces postal organizations to think in terms of service innovation, quality of service parameters and new service development. Despite of this, the empirical research that has been undertaken concerning the process of developing new services in the Postal sector is rather limited. This paper examines the effective development of new services and some essential factors that should be taken into account in this process by postal enterprises. The present research was based on the case study approach. In-depth semi-structured interviews with managers of Poste Italiane were conducted. Based on the collected data analysis, our hypothesis about 4 main groups of NSD drivers

2 citations


Cites background from "New service development: areas for ..."

  • ...Scholars from marketing (Johne & Storey, 1998), operations management (Menor et al., 2002), and innovation (Drejer, 2004) they all agree that NSD is playing a main role in the processes of achieving a superior competitive advantage (Lusch et al., 2007)....

    [...]

  • ...The newness of service offering answers the question "what service is offered?", identifying the position of a new service on a distance between incremental and radical change (Menor et al., 2002)....

    [...]

  • ...Scholars from marketing (Johne & Storey, 1998), operations management (Menor et al., 2002), and innovation (Drejer, 2004) they all agree that NSD is playing a main role in the processes of achieving a superior competitive advantage (Lusch et al....

    [...]

  • ..., identifying the position of a new service on a distance between incremental and radical change (Menor et al., 2002)....

    [...]

Book
01 Jan 2007
TL;DR: Blecker et al. as mentioned in this paper provide valuable insights into planning and optimization of logistic processes, new concepts for transportation and supply chain event management, latest findings in the area of complexity management, insights into innovative IT systems in logistics and pioneering technologies for logistics like Auto-ID.
Abstract: Logistics is a key enabler of supply chain collaboration. Innovations in this field, such as RFID technology, allow supply chains to increase their efficiency significantly and help to create further innovations in different areas. In this context, an important task is to find structures and approaches which enable all types of innovations in logistics and supply chains for a better fulfillment of customer needs. Another challenge is to handle the growing organizational complexity and the associated supply chain risks. This volume, edited by Thorsten Blecker, Wolfgang Kersten and Cornelius Herstatt provides valuable insights into planning and optimization of logistic processes, new concepts for transportation and supply chain event management, latest findings in the area of complexity management, insights into innovative IT systems in logistics and pioneering technologies for logistics like Auto-ID. The book for ambitious innovations in logistics with IT!

2 citations

Proceedings ArticleDOI
06 Sep 2018
TL;DR: In order to stand out in a competitive environment, companies are forced to consider the development of new services In the context of globalization changes, new services is becoming an effective tool for adapting to the changing needs of consumers through the introduction of technological innovations or management solutions as mentioned in this paper.
Abstract: In order to stand out in a competitive environment, companies are forced to consider the development of new services In the context of globalization changes, the development of new services is becoming an effective tool for adapting to the changing needs of consumers through the introduction of technological innovations or management solutions By using service development models, companies create favourable environment for generating and selecting ideas, and can prepare more effectively for the deployment of a new service After the critical evaluation of the new service development models, conceptual new service development model was formulated The indicators of conceptual new service development model were presented, also the unique features were highlighted The results of this research revealed that new service development models are perceived as an unbroken cycle, that includes additional tasks for business subjects, consumers and company employees DOI: https://doiorg/103846/bm201834

2 citations


Cites background from "New service development: areas for ..."

  • ...Menor, Tatikonda, and Sampson (2002) quoting Menor (2000) defines a new service as an offering not previously available to customers resulting from the addition of a service offering or changes in the service concept that allow for the service offering to be made available....

    [...]

  • ...Riedl et al. (2010) and Menor et al. (2002) analyzed a cyclical model for developing new services introduced by Johnson et al. (2000)....

    [...]

Book ChapterDOI
30 Aug 2020
TL;DR: In this paper, the authors present a management tool for guiding the business model innovation towards personalized products: the personalized product business model radar template, which implements a pattern that guides business model design process by introducing predetermined values that are common in the personalized products business model in Industry 4.0.
Abstract: Industry 4.0 is changing companies’ business by introducing new manufacturing techniques. Personalization is one key goal of Industry 4.0 that is transforming companies’ business models by bringing the customer’s preference in the production process. Companies require to adapt their business model to these disrupting manufacturing approach. In this paper, we present a management tool for guiding the business model innovation towards personalized products: The personalized product business model radar template. This template implements a pattern that guides the business model design process by introducing predetermined values that are common in the personalized product business model in Industry 4.0. We apply this management tool in a business case scenario in a workshop setting with professionals from smart manufacturing.

2 citations

References
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors consider the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning and examine some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space.
Abstract: This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.

16,377 citations

Journal ArticleDOI
TL;DR: In this paper, the authors organize the product development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving, and synthesize research findings into a model of factors affecting the success of product development.
Abstract: The literature on product development continues to grow. This research is varied and vibrant, yet large and fragmented. In this article we first organize the burgeoning product-development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving. Second, we synthesize research findings into a model of factors affecting the success of product development. This model highlights the distinction between process performance and product effectiveness and the importance of agents, including team members, project leaders, senior management, customers, and suppliers, whose behavior affects these outcomes. Third, we indicate potential paths for future research based on the concepts and links that are missing or not well defined in the model.

3,824 citations


"New service development: areas for ..." refers background in this paper

  • ...…that a common set of factors—development process, market/environment, organizational and strategic—impact NPD performance (Schilling and Hill, 1998; Brown and Eisenhardt, 1995; Montoya-Weiss and Calantone, 1994) and NSD performance (de Brentani, 1995; Cooper et al., 1994; Cooper and de Brentani,…...

    [...]

  • ...This challenge is particularly difficult given the diverse literature reporting NPD research (see Krishnan and Ulrich, 2001; Wind and Mahajan, 1997; Brown and Eisenhardt, 1995)....

    [...]

  • ...The extant NPD research does not have all the answers to the questions of product or service development, but there is a foundation that can be drawn on (see integrative reviews by Krishnan and Ulrich, 2001; Schilling and Hill, 1998; Wind and Mahajan, 1997; Brown and Eisenhardt, 1995)....

    [...]

  • ...Underlying the empirical work addressing the antecedents of development performance is the belief that a common set of factors—development process, market/environment, organizational and strategic—impact NPD performance (Schilling and Hill, 1998; Brown and Eisenhardt, 1995; Montoya-Weiss and Calantone, 1994) and NSD performance (de Brentani, 1995; Cooper et al....

    [...]

Journal Article
TL;DR: Porter as discussed by the authors argues that the Internet is not disruptive to most existing industries and established companies and, contrary to recent thought, the Internet itself will be neutralized as a source of advantage.
Abstract: Many of the pioneers of Internet business, both dot-coms and established companies, have competed in ways that violate nearly every precept of good strategy. Rather than focus on profits, they have chased customers indiscriminately through discounting, channel incentives, and advertising. Rather than concentrate on delivering value that earns an attractive price from customers, they have pursued indirect revenues such as advertising and click-through fees. Rather than make trade-offs, they have rushed to offer every conceivable product or service. It did not have to be this way--and it does not have to be in the future. When it comes to reinforcing a distinctive strategy, Michael Porter argues, the Internet provides a better technological platform than previous generations of IT. Gaining competitive advantage does not require a radically new approach to business; it requires building on the proven principles of effective strategy. Porter argues that, contrary to recent thought, the Internet is not disruptive to most existing industries and established companies. It rarely nullifies important sources of competitive advantage in an industry; it often makes them even more valuable. And as all companies embrace Internet technology, the Internet itself will be neutralized as a source of advantage. Robust competitive advantages will arise instead from traditional strengths such as unique products, proprietary content, and distinctive physical activities. Internet technology may be able to fortify those advantages, but it is unlikely to supplant them. Porter debunks such Internet myths as first-mover advantage, the power of virtual companies, and the multiplying rewards of network effects. He disentangles the distorted signals from the marketplace, explains why the Internet complements rather than cannibalizes existing ways of doing business, and outlines strategic imperatives for dot-coms and traditional companies.

3,558 citations


"New service development: areas for ..." refers background in this paper

  • ...The Internet dramatically reduces these barriers, as summarized in Table 3 ( Porter, 2001 )....

    [...]

  • ...A differentiation strategy is difficult to attain in a service environment where innovations are quickly and easily copied ( Porter, 2001 )....

    [...]

Book
01 Jan 1986
TL;DR: Innovation is defined as "the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order" as mentioned in this paper, where the authors focus on four basic factors new ideas, people, transactions, and institutional context.
Abstract: Innovation is defined as the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order. This definition focuses on four basic factors new ideas, people, transactions, and institutional context. An understanding of how these factors are related leads to four basic problems confronting most general managers: 1 a human problem of managing attention, 2 a process problem in managing new ideas into good currency, 3 a structural problem of managing part-whole relationships, and 4 a strategic problem of institutional leadership. This paper discusses these four basic problems and concludes by suggesting how they fit together into an overall framework to guide longitudinal study of the management of innovation.

3,513 citations


"New service development: areas for ..." refers background in this paper

  • ...Focusing on NPD, Van de Ven (1986) notes four problems related to the management of development and innovation efforts....

    [...]

  • ...Focusing on NPD, Van de Ven (1986) notes four problems related to the management of development and innovation efforts....

    [...]