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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Fine Art Logistics : How Innovation Creates Niche Market for Third Party Logistics Service Providers

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Alican Madan, Kemal Erkin Araz

01 Jan 2013

TL;DR: In this paper, a fine art logistics concept is revealed by Innovative Third Party Logistics Services (i.e., third party logistics services), which is a new topic of current logistics literature and existing resources.

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Abstract: Fine art logistics concept is revealed by Innovative third party logistics services. However, fine art logistics concept is quite new topic of current logistics literature and existing resources, a ...

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1 citations

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

...Innovation in service is described by Menor et al (2002) with such way: “… an offering not previously available to a firm’s customers resulting from additions to or changes in the service concept” Moreover, Riddle (2008) claimed that a new service idea has to provide these conditions for to be an…...
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Using customer integration in New Service Development : A study in swedish retailing

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Mårten Palmefors, Beatrice Palmgren

01 Jan 2015

TL;DR: For a retailer, who has a close and everyday contact with its customers, understanding the customers can be of benefit if they know how to use the information in the right way as mentioned in this paper.

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Abstract: For a retailer, who has a close and everyday contact with its customers, understanding the customers can be of benefit if they know how to use the information in the right way. One way of using the ...

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1 citations

Service business model framework and the service innovation scope

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W. van der Aa¹•Institutions (1)

University of Amsterdam¹

01 Jan 2011

TL;DR: This paper presents a framework for service business models, describing a set of core dimensions of innovation in a service business and illustrated with recent case studies of service firms.

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Abstract: In this paper we present a framework for service business models. We build on three streams of research. The first stream is the service management and marketing literature that focuses on the specific challenges of managing a service business. The second stream consists of research on e-business models. The third and most recent stream of research includes frameworks and business models from strategic management and innovation management. The next step in our research is the development of a service business model framework and describing a set of core dimensions of innovation in a service business. The framework will be illustrated with recent case studies of service firms.

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1 citations

Modularity in care and service provision : An exploratory case study

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C. de Blok, Bert Meijboom, Katrien Luijkx, Jos M. G. A. Schols

01 Jan 2009

1 citations

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

...Although in need of them, people are not likely to look forward to medical injections or wound care (Kotler 1973) and, in general, demanding healthcare services goes together with considerable stress (Berry et al. 2004)....
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...Although officially professionals only deliver, for example, personal care or home care, giving attention to the client, listening to his stories and talking about everyday life are an indispensible part of the profession (Vulto and Morée 1996)....
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...Although all case organizations selected currently provide care and services to independently living elderly, variation can be found in their historical background, which is either in home care or institutional care....
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...Although being out of the scope of our research, these rules can still influence the provision of a package to an individual client....
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...Although service product and service process are closely related in services, they play different roles in the provision of care and service packages....
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DOI•

Motivadores da Participação do Consumidor no Desenvolvimento de Novos Serviços e o Efeito Moderador da Autoeficácia

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Bruna Silva de Melo, Cláudio Damacena¹•Institutions (1)

Pontifícia Universidade Católica do Rio Grande do Sul¹

28 Apr 2015

TL;DR: For instance, a recent study as discussed by the authors evaluated the effect of autoeficacia on the efeitos of clientes' motivations for participacao in atividades de inovacao.

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Abstract: A inovacao se destaca como importante fenomeno e torna-se fundamental, sobretudo como vantagem competitiva para as organizacoes. Nesse âmbito, compreende-se o papel que o cliente ocupa dentro dos processos da inovacao, e a partir de sua presenca, a percepcao dos beneficios e vantagens. Pesquisas relacionadas as motivacoes relatam quais conduziriam os clientes a maior participacao. Salientam-se ainda alguns fatores que poderiam estar relacionados com as motivacoes dos clientes de forma a potencializar os efeitos sobre a participacao. O estudo avaliou o efeito da autoeficacia como moderadora das motivacoes dos clientes em relacao a sua participacao em atividades de inovacao. Assim, 359 questionarios foram obtidos junto a clientes de duas empresas distintas. Os resultados evidenciaram que o efeito direto das motivacoes sobre a participacao e significativo, bem como no efeito direto da autoeficacia. Entretanto, como moderadora, a autoeficacia nao apresentou resultado significativo. Apresentam-se discussoes e conclusoes acerca dos resultados.

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1 citations

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References

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Journal Article•DOI•

Exploration and Exploitation in Organizational Learning

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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

[...]

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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