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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TL;DR: The authors used the strategic orientation concept of Miles and Snow to test if differences in levels of new service development (NSD) competence exist between prospectors, analyzers, defenders, and reactors.
Abstract: Using the strategic orientation concept of Miles and Snow, the present study aims to test if differences in levels of new service development (NSD) competence exist between prospectors, analyzers, defenders, and reactors. Results from 192 Chinese knowledge intensive business service firms indicate that NSD competence varies in the relation to the firm’s strategic orientation. Prospectors and defenders have higher NSD competence than analyzers. Reactors have lower new service development competence than prospectors, defenders, and analyzers.
9 citations
TL;DR: In this article, a survey among more than 200 developers via an anonymous online survey about their experience with the listing process of smart contracts was conducted, and a significant majority of respondents did not believe that listing a smart contract itself contributes to its success, but they believe that the extra attention that is typically paid in tandem with listing process does contribute.
Abstract: Since it takes time and effort to put a new product or service on the market, one would like to predict whether it will be a success. In general this is not possible, but it is possible to follow best practices in order to maximize the chance of success. A smart contract is intended to encode business logic and is therefore at the heart of every new business on the Ethereum blockchain. We have investigated how to measure the success of smart contracts, and whether successful smart contracts have characteristics that less successful smart contracts lack. The appearance of a smart contract on a listing website such as Etherscan or StateoftheDapps is such a characteristic. In this paper, we present a three-pronged analysis of the relative success of listed smart contracts. First, we have used statistical analysis on the publicly visible transaction history of the Ethereum blockchain to determine that listed contracts are significantly more successful than their unlisted counterparts. Next, we have conducted a survey among more than 200 developers via an anonymous online survey about their experience with the listing process. A significant majority of respondents do not believe that listing a contract itself contributes to its success, but they believe that the extra attention that is typically paid in tandem with the listing process does contribute. Finally, based on the respondents’ answers, we have drafted 10 recommendations for developers and validated them by submitting them to an international panel of experts.
9 citations
01 May 2015
TL;DR: This paper explores the development of an intelligent agent that uses already in-place computing material for inference as an inexpensive monitoring tool for insider threats.
Abstract: The insider threat is a security problem that is well-known and has a long history, yet it still remains an invisible enemy. Insiders know the security processes and have accesses that allow them to easily cover their tracks. In recent years the idea of monitoring separately for these threats has come into its own. However, the tools currently in use have disadvantages and one of the most effective techniques of human review is costly. This paper explores the development of an intelligent agent that uses already in-place computing material for inference as an inexpensive monitoring tool for insider threats. Design Science Research (DSR) is a methodology used to explore and develop an IT artifact, such as for this intelligent agent research. This methodology allows for a structure that can guide a deep search method for problems that may not be possible to solve or could add to a phenomenological instantiation.
8 citations
TL;DR: This paper analyses different segments in the service sector, exploring the relationship between technology (development) and variations in the Service-Process matrix and conclusions are drawn.
Abstract: While services sector has been studied vastly to explore various facets of it, the role and relationship of technology in the service development process has remained under-explored. This paper analyses different segments in the service sector, exploring the relationship between technology (development) and variations in the service development processes. The Service-Process matrix (Schmenner, 1986) is used to form service segments. The analysis includes case studies, formed, to study the service development process in the different service segments of the Service-Process matrix. Conclusions are drawn based on case studies posing the role and impact of technology in the service development process.
8 citations
Cites background from "New service development: areas for ..."
...The window of opportunity to offer new services may be quite short (~6 months) (Menor et al., 2002), making the service development process crucial to time, for service providers to maintain their competitive edge in the market (Brentani, 1995)....
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TL;DR: In this article, the authors study the process of service innovation in select mobile value-added services in India and map their delivery process on enhanced telecom operations map (eTOM) framework.
Abstract: Convergence of internet and mobile technologies has fueled growth in service innovations in the telecommunication sector. Digitization has transformed telecommunication value chain from linear to nonlinear web, presenting the role of telecom operators in a dilemma. Objective of the research is to understand the dynamics of technology and service innovation for development of mobile value-added services (VAS). We study the process of service innovation in select mobile VAS in India and map their delivery process on enhanced telecom operations map (eTOM) framework. Our findings indicate challenges in managing sector-crossing service innovations effectively, presenting an opportunity to extend the existing framework.
8 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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