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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
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01 Jan 2007
TL;DR: The challenge of developing a new concept of Services Science (or Service Science, Management and Engineering) articulated by Jim Spohrer of IBM, has triggered a wide range of thinking by both academics and practitioners alike as discussed by the authors.
Abstract: The challenge of developing a new concept of Services Science (or Service Science, Management and Engineering – SSME), articulated by Jim Spohrer of IBM, has triggered a wide range of thinking by both academics and practitioners alike. From an observer at the interface, it would seem to have gone through a number of phases. The first was to broadly define the scope of the field. This has been done, though as SSME begins to mature, this scope has been questioned and it can be argued that it is rather narrow and could be expanded. The second phase in which many including the lead author of this paper participated, was to argue that before a totally new field was developed it was important that the depth of existing knowledge be recognised and brought into the arena. It would now seem that this stage is well on the way and diverse and multi-disciplinary sets of knowledge from systems, operations, marketing and engineering are being brought together.

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

  • ...Menor et al. (2002) argue that the product architecture serves as a means of making the product concept quite specific, and allows a shared understanding of the new product between multiple disciplines (marketing, design engineering, and operations)....

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Book ChapterDOI
01 Jan 2018
TL;DR: In this article, weltweite Trend zu innovativen and immer komplexeren Produkt-Service-Systemen fuhrt zu Herausforderungen bei der Entwicklung von Servicekomponenten.
Abstract: Der weltweite Trend zu innovativen und immer komplexeren Produkt-Service-Systemen fuhrt zu Herausforderungen bei der Entwicklung von Servicekomponenten. Es gilt die Qualitat von immer mehr komplexen, anspruchsvollen und variantenreichen Leistungen gezielt sicherzustellen und gleichzeitig deren Entwicklung moglichst effizient durchzufuhren. Der vorliegende Beitrag liefert einen Ansatz, dieser Herausforderung in der Konzeptionsphase der Serviceentwicklung zu begegnen, indem eine Struktur zur parametergestutzten Konzeption sowie ein Governance-Modell zur systematischen Berucksichtigung der Unternehmensziele vorgestellt wird.
Journal ArticleDOI
28 Jun 2018
TL;DR: In this article, the authors identify modern services (based on contemporary literature on the subject), characteristics of the level of develop-ment of modern services in Poland compared to other European Union countries, and analysis of the levels of development of modern service in Poland in regional approach.
Abstract: Service activity, which is an essential part of the modern economy, is constantly changing. These changes are conditioned by economic processes resulting, among others, from technological progress, the growing globalization process and increasing competitiveness. The aim of the article is: (1) to identify mod­ern services (based on contemporary literature on the subject), (2) characteristics of the level of develop­ment of modern services in Poland compared to other European Union countries, (3) analysis of the level of development of modern services in Poland in regional approach. Data used in the analysis come from the local data bank of the Central Statistical Office and Eurostat. The Perkal synthetic index and cluster analysis were used. The results of the research lead to the following conclusions. In a comprehensive perspective, the following voivodeships are characterized by a high level of development of modern services: Masovian, Lesser Poland, Lower Silesian and Pomeranian. The high position of the Masovian voivodeship is the result of its highest position in the majority of the analyzed categories of modern services (except education and medical). The Lesser Poland voivodeship was in this class mainly due to the high level of development of educational and R&D services, and the Lower Silesian and Pomeranian voivodships – thanks to professional services. The low level of modern services is primarily characterized by economically weak voivodeships of Eastern Poland and voivodeships: Lubusz, Świetokrzystkie and Opole. The regional distribution of the value of the synthetic level indicator for the development of modern services clearly refers to the distribution of the general level of socio-economic development of the voivodeships. Detailed confirmation of this relationship requires additional research.
Dissertation
01 Jan 2019
TL;DR: In this article, the authors investigate the interplay between adaptive interaction, the development of supplier/customer relationships and servitization, and identify five statements that explain the role of adaptive interaction in Servitization.
Abstract: Servitization as a business strategy and customer interaction as a tool to implement. Hence, this paper is investigating the interplay between adaptive interaction, the development of supplier/ customer relationships and Servitization. By examining different scientific papers and executing exploratory research with three German manufacturing firms, we will identify five statements that explain the role of adaptive interaction in Servitization. Additionally, a visualization of the interdependence between the three variables explains the consequences of adaptive interaction for relationship and capabilities development, which in turn enables servitization. Moreover, there is a distinction made between intermediate and advanced services and finally the different roles of a customer. Especially, in the initiation phase it is important to involve the customer in the process to identify customer needs. Implying that relationship management should be considered as highly valuable, which can be enabled by technological advanced systems. Furthermore, Based on the conceptualization of the statements, manufacturing firms can reflect on their current customer relationship strategy, identify new opportunities on how to incorporate the customer more actively in the initiation phase of Servitization, and further gain insights in how to ease the transition for the company with the assistance of the customer.
Proceedings ArticleDOI
01 Dec 2009
TL;DR: In this paper, the authors used LISREL to verify the research framework for self-service technologies (SSTs) and found that respondents with higher levels of TRI use more SSTs that TRI is a better.
Abstract: The information technology is rapid growing in e-era, service providers introduced the convenient Self-service technologies (SSTs).These new technologies can increase service efficiency and save cost mainly due to the fact that the customers can complete their check-in procedures by themselves. However, the introduction of SSTs was not widely utilized immediately. Therefore, the major challenge presented here for the service provider is to identify the technology attitude of the consumer usage of SSTs, has become an important topic. The purpose of this study is based on empirical methods of service innovation to build consumer SSTs acceptance model to explore the service innovation, technology readiness index (TRI) and technology anxiety (TA) to consumer attitudes. This study use LISREL to verify the research framework for SSTs. The purpose effects service innovation of SSTs to technology acceptance attitude. The finding indicate that: respondents with higher levels of TRI use more SSTs that TRI is a better. Respondents with higher levels of TA use fewer SSTs that TA is a better.

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

  • ...However, another group of consumers, the service technology transfer process has brought their anxiety and not the smooth operation of doubts [11], so that consumers will consider the cost size of use new technologies, whether it is worthwhile to transfer [6]....

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References
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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,…...

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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 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....

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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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