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
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TL;DR: In this paper, the authors explored the current practices and the customers' experience, expectation, perception and view of aquarium keeping with regards to the service design, and a qualitative research approach has been selected as appropriate for this particular research area.
Abstract: Aquarium business service design is an emerging field of business in India. This study aimed to explore the current practices and the customers’ experience, expectation, perception and view of aquarium keeping with regards to the service design. A qualitative research approach has been selected as appropriate for this particular research area. A grounded theory approach and service design tools such as brainstorming, blueprinting has been adopted in the study.
1 citations
03 Sep 2017
TL;DR: Results obtained show that service innovation has a positive and significant effect on the performance of service SMEs.
Abstract: This empirical research investigates the influence of service innovation on the performance of service SMEs, especially within the context of a country with an emerging economy as it is the case of Mexico. Data were collected through a survey instrument designed and distributed among service SMEs in the Aguascalientes state of Mexico to test a hypothesis formulated from the literature review conducted. The instrument was validated using Confirmatory Factor Analysis, Cronbach’s alpha test and the Composite Reliability Index to ensure its reliability. The hypothesis was tested using structural equation modelling (SEM) using an as input 308 valid responses obtained from the survey. In general, the results obtained show that service innovation has a positive and significant effect on the performance of service SMEs. Specific research related to service innovation in service SMEs is limited. This paper therefore fills this research gap by expanding the limited body of knowledge in this field.
1 citations
27 Jun 2014
TL;DR: A modular service platform architecture for KIBS firms who are thinking various dynamic relationships containing niche market strategies, platform-centric tactics and operational means of core capabilities matching in the context of service innovation is developed.
Abstract: Balancing customization and standardization in knowledge intensive business services is the dilemma issue of the successful trade-off between efficiency and cost. This paper develops a modular service platform architecture for KIBS firms who are thinking various dynamic relationships containing niche market strategies, platform-centric tactics and operational means of core capabilities matching in the context of service innovation. Two-dimension front-back stage structuring views on modular service architecture are identified. The first one is the object dimension in the front stage for splitting abstract and virtual service requirements; the other one is the delivery dimension in the back stage for deploying specific service organization and visual service procedures. This theoretical framework is proposed to help further studies on service modularization design in KIBS.
1 citations
Cites background from "New service development: areas for ..."
...The front end (which is classically Marketing-centric) may become isolated from the back-end (which is classically Operations-centric), leading to “over-thewall” transfer of information and other dysfunctional organizational behavior [5]....
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06 Jan 2014
TL;DR: An empirical investigation in 500 German SMEs is conducted with the aim of identifying suitable boundary objects for each stage of a service innovation process and four boundary object types are identified and an insufficient utilization of them is revealed.
Abstract: Service Innovation has become a focal point of attention for managers. Hence, organizations need to implement a convenient innovation strategy to remain competitive in constantly changing market environments. To identify, design and implement possible service innovation, organizations already successfully cooperate with external partners, suppliers, customers or internally through different functional departments. In so doing, organizational boundaries occur with respect to unequally distributed knowledge. This disparity needs to be overcome by spanning different groups through technology. In this article, we analyze what kind of IT artifact, so called boundary object, can be used within a service innovation. To this end, we conduct an empirical investigation in 500 German SMEs with the aim of identifying suitable boundary objects for each stage of a service innovation process. Drawing from the dynamic capability and boundary spanning theory we identify four boundary object types and reveal an insufficient utilization of them.
1 citations
Cites background from "New service development: areas for ..."
...Hence, service innovation has become a focal point of attention for these organizations, and issues regarding design and development are recognized as highly relevant by managers [1]....
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...Therefore, it has become a focal point of attention for service organizations and managers to consider it more and more within their organizational strategy [1]....
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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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