New service development: areas for exploitation and exploration

doi:10.1016/S0272-6963(01)00091-2

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New service development: areas for exploitation and exploration

Journal Article•DOI•

New service development: areas for exploitation and exploration

Larry J. Menor¹, Mohan V. Tatikonda², Scott E. Sampson³•Institutions (3)

University of Western Ontario¹, Indiana University², Brigham Young University³

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.

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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.

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Citations

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Journal Article•DOI•

Conceptualization of new model of factors affecting on learning process of NSD in Iranian Banks

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Mohammad Reza Meigounpoory, Seid Rasool Hosseini, Masood Payami

09 Dec 2013-The International Journal of Academic Research in Business and Social Sciences

TL;DR: In this paper, a new conceptual model of learning process for new service development process in Iranian banks has been introduced and qualitative data was gathered through interviews, which was analyzed using axial and open coding methods and the results show that the learning process of new services development in Iranian banking system involves seven axial factors consist of Individual, Technology, Organization, Institutions, external Environment, internal factors plus a new factor that is Training methods.

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Abstract: In times of intensive competition, reducing development cycles of new products, and more demanding customer expectations, organization are in increasing need of new approaches to service design and delivery. As a result, NSD has not only become an important competitive factor in many industries, but also has raised the interest of researchers in the fields of service innovation, and innovation management. Learning process has a critical role for optimizing NSD process in service organizations. Recent research suggests that organizational learning can contribute greatly to the success of new service development process. In this paper new conceptual model of learning process for New Service Development process in Iranian Banks has been introduced. The qualitative data was gathered through interviews. The methodology is adapted from in-depth interviews with academic experts and managers of banking system until theoretical saturation state achieved. The gathered data was analyzed using axial and open coding methods. The results show that the learning process of new service development in Iranian banking system involves seven axial factors consist of Individual, Technology, Organization, Institutions, external Environment, internal factors plus a new factor that is Training methods. By applying the above mentioned factors the banks can either facilitate learning NSD process among their employees, departments and whole organization to continue innovation and creativity in bank services, or can deliver customer oriented services to their customers. The research results are applicable for all banking systems in the world.

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2 citations

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

...NSD has not only become an important competitive factor in many industries (Menor et al., 2002), but has also raised the interest of researchers in the fields of innovation, marketing and operations management (De Brentani, 1989, Thwaites , 1992, Cooper et al....
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...In any event, NSD remains among the lowest in important studied and understood subjects in the service management literature in spite of the existence of many research and models on product development, particularly in recent years (Menor et al., 2002)....
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...NSD has not only become an important competitive factor in many industries (Menor et al., 2002), but has also raised the interest of researchers in the fields of innovation, marketing and operations management (De Brentani, 1989, Thwaites , 1992, Cooper et al., 1994, Johne and Storey, 1998, Storey…...
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...In addition, bank’s inclination toward offering new services to customers has changed new service development (NSD) management to one of the main subjects of businesses (Johnson et al., 2000; Menor et al., 2002)....
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...Because services innovation and development of them have become vital factors to grasp an important share of the market, then the learning process of NSD to meet customers’ need must be learnt by the employees and middle managers ofthe banks continuously (Menor et al., 2002)....
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Proceedings Article•DOI•

Information Technology Adoption for Service Innovation and Firm Performance

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Ja-Shen Chen¹, Hung-Tai Tsou¹•Institutions (1)

Yuan Ze University¹

01 Oct 2006

TL;DR: In this article, an empirical survey was performed that questionnaires were mailed to 558 Taiwan financial companies and a total of 103 valid observations were collected and analyzed using the structural equation modeling (SEM) technique.

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Abstract: The importance of adopting Information Technology (IT) on current business practices has long drawn attention by practitioners and academicians. This study aims to investigate the impacts of IT adoption to service innovation and to firm performance. In the context of financial firms, a research framework along with hypotheses were proposed and examined. An empirical survey was performed that questionnaires were mailed to 558 Taiwan financial companies. A total of 103 valid observations were collected and analyzed using the structural equation modeling (SEM) technique. The analysis results showed that IT adoption has positive effects on service innovation and service innovation has a positive effect on firm performance. Discussion, conclusion, and managerial implications are provided at the end.

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2 citations

Posted Content•

Effective factors in nsd process of iranian active science-based businesses in the field of nutrition counseling

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Mohammad Reza Meigounpoory, Aliye Hashemi, Jahangir Yadollahi Farsi, Yousof Azizi

01 Jan 2013-The Far East Journal of Psychology and Business

TL;DR: The results indicated that the NSD process in the field of nutrition counseling businesses contains four main stages and 15 different categories, and new concept development, SWOT, business analysis, system and process design, personnel training, pilot planning, marketing, branding, and developmental strategies are the effective factors.

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Abstract: The intensive competition to offer new services in health care systems plus the patients tendency to receive appropriate and modern services have led to the application of innovations. In order to innovate in nutrition counseling services, New Service Development (NSD) process providing the least cost and most efficiency for enterprises, is one of the most appropriate solutions. The aim of this study was to identify effective factors of NSD process in the field of nutrition counseling. To implement the study, qualitative data were collected through semi-structured face to face interviews. In fact, the attempt was for the methodology involving in-depth interviews with academic experts and managers of nutrition counseling businesses in Tehran to be described. The gathered data were analyzed using axial and open coding methods. The results indicated that the NSD process in the field of nutrition counseling businesses contains four main stages and 15 different categories. Consequently, new concept development, SWOT, business analysis, system and process design, personnel training, pilot planning, marketing, branding, and developmental strategies are the effective factors in NSD process in the field of nutrition counseling.

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2 citations

Co-creation in Healthcare Service Development

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Jon Engström

01 Jan 2012

2 citations

Book Chapter•DOI•

Consumer Information Systems as Services: A Case Study of the IPTV Providers

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Martin Bastek¹, Tuure Tuunanen², Lesley A. Gardner¹•Institutions (2)

University of Auckland¹, University of Jyväskylä²

01 Jan 2013

TL;DR: It is suggested that the development of Consumer Information Systems as Services (CISaS) may achieve such service mass customization to successfully address issues of both productivity and quality in a service context.

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Abstract: Consumer Information Systems (CIS) are a new type of Information System that provides services to consumers instead of addressing users in traditional organizational settings, such as Internet based television. Services typically involve a trade-off between achieving high service productivity and quality. The use of service mass customization to successfully address these issues of both productivity and quality in a service context is proposed. We suggest that the development of Consumer Information Systems as Services (CISaS) may achieve such service mass customization. This paper presents a conceptual framework and investigates how it applies to an emerging field of Internet Protocol Television (IPTV)/ Internet TV systems. DOI: 10.4018/978-1-4666-4082-5.ch002

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2 citations

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References

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Journal Article•DOI•

Exploration and Exploitation in Organizational Learning

[...]

James G. March¹•Institutions (1)

Stanford University¹

01 Feb 1991-Organization Science

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.

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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.

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16,377 citations

Journal Article•DOI•

Architectural Innovation: The Reconfiguration of Existing Product Technologies and The Failure of Established Firms

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Rebecca Henderson, Kim B. Clark

01 Mar 1990-Administrative Science Quarterly

6,797 citations

Journal Article•DOI•

Product development: past research, present findings, and future directions

[...]

Shona L. Brown¹, Kathleen M. Eisenhardt¹•Institutions (1)

Stanford University¹

01 Apr 1995-Academy of Management Review

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.

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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.

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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,…...
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...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)....
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...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)....
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...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....
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Journal Article•

Strategy and the Internet.

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Michael E. Porter¹•Institutions (1)

Harvard University¹

01 Mar 2001-Harvard Business Review

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.

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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.

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

Central problems in the management of innovation

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Andrew H. Van de Ven¹•Institutions (1)

University of Minnesota¹

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.

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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.

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