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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Book Chapter•DOI•

Innovation in Services: From Service Concepts to Service Experiences

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Brian Fynes¹, Anne Marie Lally¹•Institutions (1)

University College Dublin¹

01 Jan 2008

TL;DR: In this article, the authors developed a conceptual model of the components of service experience and the process by which the service concept can be articulated. But service managers often have difficulty articulating the true nature of their service concept.

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Abstract: Identifying the nature of service experiences is recognised As being of primary importance in the shaping of an enhanced competitive position for industry; however service managers often have difficulty articulating the true nature of their service concept. The definition of service concept is a fundamental part of the strategic advantage seeking Processes of service design, service development and service innovation. In response to the competitive Imperative for improved product/service development, this paper will develop a conceptual model of the components of service experience and the process by which the service concept can be articulated.

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38 citations

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

...Menor, Tatikoda & Sampson [13] identify that new product development researchers have defined 2 macrostages within the overall product development process; the fuzzy front end and the execution orientated back end....
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Posted Content•

Video-Based Methodology: Capturing Real-Time Perceptions of Customer Processes

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Per Echeverri¹•Institutions (1)

Karlstad University¹

01 Jan 2006

TL;DR: The following sections are included:IntroductionPractical ProblemsTheoretical ProblemsUser Oriented Research Design and MethodologyComplex Issues Beyond ExpectationsDiscussion of Methodology and Empirical IssuesConclusions and Implications as discussed by the authors.

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Abstract: The following sections are included:IntroductionPractical ProblemsTheoretical ProblemsUser Oriented Research Design and MethodologyComplex Issues Beyond ExpectationsDiscussion of Methodology and Empirical IssuesConclusions and ImplicationsReferences

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38 citations

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

...These problems have not always been addressed and discussed in mainstream service research ( Menor et al. , 2002...
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Book Chapter•DOI•

Product development performance measurement

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Mohan V. Tatikonda¹•Institutions (1)

Indiana University¹

02 Nov 2007

TL;DR: “Faster, better, cheaper, pick any two” is conventional wisdom among professionals working diligently to complete a product development project, but is it really true that aggressive targets must be limited to two of the three dimensions?

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Abstract: A performance measure plays three simultaneous roles (see Fig. 8.1). One role is that of an objective (a goal or a target). This represents the disaggregation or statement of a strategy or a plan. For example, one objective is to ‘complete the development project within 180 days.’ The second role is as a metric (an actual measurement tool or instrument). This represents a defined and agreed upon way to measure the managerial construct of interest. For example, one• • • • • •metric to capture project duration is ‘the number of days elapsed between formal project approval and first customer shipment of completed product.’1

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38 citations

Book Chapter•DOI•

The impacts of network competence, knowledge sharing on service innovation performance: Moderating role of relationship quality

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Zhaoquan Jian¹, Chen Wang¹•Institutions (1)

South China University of Technology¹

19 Feb 2013-Journal of Industrial Engineering and Management

TL;DR: In this paper, Li et al. examined how network competence, knowledge sharing, and relationship quality (RQ) affect service innovation performance (SIP) in the Pearl River Delta of China.

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Abstract: This research contributes to existing literature by examining how network competence (NC), knowledge sharing (KS) and relationship quality (RQ) affect service innovation performance (SIP). The sample used in this empirical research is drawn from the Pearl River Delta of China. The results show that: (1) Enterprise’s network competence has a distinct positive impact on SIP; (2) Knowledge sharing partially mediates the effect of network competence on SIP. (3) Relationship quality positively moderates the effect of network competence on knowledge sharing, and the effect of knowledge sharing on SIP. (4) Relationship quality does not positively moderate the effect of network competence on SIP. These results enrich current understanding of the relationships among network competence, knowledge sharing, relationship quality and service innovation performance.

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38 citations

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

...Moreover, service innovation is regarded as the development of service products which are new to the supplier (Johne & Storey, 1998); an offering not previously available to a firm’s customers resulting from additions to or changes in the service concept (Menor et al., 2002); encompassing ideas, practices or objects which are new to the organization and to the relevant environment, that is to say to the reference groups of that innovator (Van der Aa & Elfring, 2002)....
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...Despite the growing body of service-related scholarly research, the literature from marketing (Hauser, Gerard, & Abbie, 2006), operations (Menor et al., 2002), management (Bowen & Ford, 2002), and innovation (Drejer, 2004) continues to call for research to improve our comprehensive understanding of…...
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...Despite the growing body of service-related scholarly research, the literature from marketing (Hauser, Gerard, & Abbie, 2006), operations (Menor et al., 2002), management (Bowen & Ford, 2002), and innovation (Drejer, 2004) continues to call for research to improve our comprehensive understanding of SI....
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...…(Johne & Storey, 1998); an offering not previously available to a firm’s customers resulting from additions to or changes in the service concept (Menor et al., 2002); encompassing ideas, practices or objects which are new to the organization and to the relevant environment, that is to say to…...
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Service bullwhip effect

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Henk Akkermans, Christopher A. Voss

01 Jan 2013

TL;DR: In this paper, a combination of analytic methods was used to explore whether and how the bullwhip effect in product supply chains might also manifest itself in services, as well as what policies can be successful for mitigating it.

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Abstract: Purpose – The purpose of this paper is to explore whether and how the bullwhip effect, as found in product supply chains, might also manifest itself in services, as well as what policies can be successful for mitigating it. Design/methodology/approach – A combination of analytic methods was used – inductive case analysis and analysis of data from two service supply chains in the telecom industry. Findings – Empirical evidence from two cases was examined and provides support for the presence of a service bullwhip effect. Quantitative and qualitative case data were used to explore how this effect manifests itself in services, the distinctive drivers of the bullwhip effect in services, and the managerial actions that can either trigger or mitigate these bullwhip effects. In total, eight propositions are developed and three types of characteristics that potentially make the bullwhip effect worse in services than in manufacturing are identified: the destabilizing effects of manual rework in otherwise automated service processes; the omission of accurate and timely data on rework volumes upstream in the chain, pointing at future bullwhip effects downstream; and the lack of a supply‐chain mindset within the various departments jointly responsible for delivering the service, leading to longer delays in reacting to service bullwhips as they develop over time. Research limitations/implications – The research is based on two cases within a single industry, limiting generalizability. The propositions developed need testing in a wider set of contexts, including hybrid service and product supply chains. Practical implications – The implications of this research can help organizations prevent or reduce the negative impact of planned and unplanned fluctuations in their service supply chains. Originality/value – This paper explores an area that has been well researched in manufacturing, but not in services, and it contributes to both the theory and practice of service supply chains.

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37 citations

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References

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Open Access

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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

[...]

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.

[...]

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

[...]

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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