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.
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Book Chapter•
01 Jan 2010
TL;DR: A set of key attributes that distinguish electronic from non-electronic services are derived and investigated to investigate their potential influence on NSD and reveal certain gaps in NSD research.
Abstract: We are on a way towards a service economy and much of our society is now driven by services. Consequently, it becomes more and more important to develop new services which is commonly referred to as New Service Development (NSD). In the general area of services, those services delivered electronically over the Internet play an increasing role. In this article we derive a set of key attributes that distinguish electronic from non-electronic services and investigate their potential influence on NSD. Using these attributes as a framework for analysis the article presents a literature review of core NSD research with regards to their applicability to the development of electronic services. This leads to the identification of problems that have to be addressed when developing electronic services but also to new possibilities that can be exploited. The analysis reveals certain gaps in NSD research. In particular, current NSD methods are not designed to address the rapidly changing nature and the networked structure of most electronic services. Moreover, these service development methods do not fully exploit the potentials and advantages offered by electronic services over their non-electronic counterparts. These are in particular potentials for continuous improvement, rapid deployment of service changes, and the transparent feedback generated by service usage.
1 citations
18 Nov 2008
TL;DR: It is concluded that content analysis is an effective tool for service design, especially in the context where there exists abundant textual information concerning customer's demands and preference.
Abstract: Content analysis is generally regarded as a class of qualitative methodology that has been applied in such fields as history, journalism and anthropology. The paper discussed its applicability to service design as a kind of technique and incorporated it into service design toolkit. Taking mid-priced limited service hotels (MPLSH) for example, the article illustrated how content analysis could be utilized in designing service. Through content analysis, a mass of textual information was distilled into four critical factors that demonstrated customer's latent demands toward MPLSH. We concluded that content analysis is an effective tool for service design, especially in the context where there exists abundant textual information concerning customer's demands and preference.
1 citations
Cites methods from "New service development: areas for ..."
...The paper discussed its applicability to service design as a kind of technique and incorporated it into service design toolkit....
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01 Jan 2010
1 citations
21 Jan 2020
TL;DR: In this article, the authors evaluated the level of the innovativeness of the service sector in EU countries using Eurostat prepared database regarding the following: the level and type of innovative activity, as well as the degree of innovation in the EU services sector.
Abstract: The subject of innovativeness is an interesting and unusually up-to-date research area in Poland and other countries. It is especially interesting to consider the situation in the service sector, whose specific character is largely related to the non-technological scope of innovativeness. With regards to such an outline of the research, the objective of this paper is to evaluate the level of the innovativeness of the service sector in EU countries. The research material in the paper was the Eurostat prepared database regarding the following: the level and type of innovative activity, as well as the degree of innovation in the EU services sector. In order to obtain the research goal, the method of analysis and criticism of literature, comparative analysis was used and the arithmetic mean was used to determine the levels of innovation. Based on the conducted research the top innovative level service sector countries include: France, the Netherlands, Italy, Spain and the United Kingdom. The medium level countries include: Germany, Sweden, Portugal and Poland. The service sectors of other countries were classified as low level innovativeness. The research, did not identify the influence of the service sector innovativeness on the innovativeness level of particular countries
1 citations
Cites background from "New service development: areas for ..."
...Because of that, it presents an especially interesting research niche (Menor et al., 2002; Papastathopoulou, Hultink, 2012)....
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01 May 2015
TL;DR: CAREY et al. as discussed by the authors designed and evaluated an interactive assessment instrument to improve the process for mobile service application innovation and evaluated it at the 10th International Conference on Design Science.
Abstract: Original citation CAREY, K. & HELFERT, M. 2015. Designing and evaluating an interactive assessment instrument to improve the process for mobile service application innovation. In: DONNELLAN, B., GLEASURE, R., HELFERT, M., KENNEALLY, J., ROTHENBERGER, M., CHIARINI TREMBLAY, M., VANDERMEER, D. & WINTER, R. (eds.) At the Vanguard of Design Science: First Impressions and Early Findings from Ongoing Research Research-in-Progress Papers and Poster Presentations from the 10th International Conference, DESRIST 2015. Dublin, Ireland, 20-22 May. pp. 133-134
1 citations
References
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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
6,797 citations
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,…...
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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•
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 )....
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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•
01 Jan 1986TL;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....
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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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