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: In this article, the authors address the idea generation stage of the service development process and suggest the integration of customer scripts to facilitate service concept discovery with the customer, using data from in-depth laddering interviews with lead users of mobile services across three geographically diverse markets.
Abstract: A major challenge in service design is the ability to generate useful service concepts for development. New service concepts, however, are often difficult for customers to articulate. In this study we address the idea generation stage of the service development process and suggest the integration of customer scripts to facilitate service concept discovery with the customer. We examine the process using data from in-depth laddering interviews with lead users of mobile services across three geographically diverse markets. Results show that the new service concepts generated in this study are applicable in all three markets although usage motivations differ by market. Advanced service design and development methods need to incorporate global customer differences explicitly in order to meet market needs. [Service Science, ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]
4 citations
TL;DR: In this article, the authors report findings from a longitudinal case study in retailing and identify multiple learning strategies that enhance the effectiveness of the process and Implications for service companies to encourage learning during innovation and opportunities for further research are discussed.
Abstract: Recent research suggests that organisational learning (OL) can contribute greatly to the success of service innovation projects. The article aims at providing insights on alearning behaviours used by the actors during the different stages of an innovation process bthe outputs of these learning behaviours cthe way these learning behaviours and outputs contribute to the efficiency of the innovation process. It reports findings from a longitudinal case study in retailing. Multiple learning strategies are identified that enhance the effectiveness of the process. Implications for service companies to encourage learning during innovation and opportunities for further research are discussed.
4 citations
27 Nov 2014
TL;DR: In this paper, the authors examined the relationship between customers' perceived functional (social) benefits from service providers and customers' perception of service innovation, and assessed the mediation effects of their participation on their perception of services innovation.
Abstract: This study examines the relationships between customers’ perceived functional (social) benefits from service providers and customers’ perception of service innovation. It also assesses the mediation effects of their participation on their perception of service innovation. Focusing on service centers for ITproducts, structural equation modeling is used to test the hypotheses with data collected from 116 university students in South Korea. The results demonstrate that customers’ perceived functional benefits from service providers and their perceived social benefits significantly and positively influence their perception of service innovationat service centers for IT products. Additionally, customers’ participation partially mediates the relationships between their perceived functional (or social) benefits, and their perception of service innovationat service centers for IT products. The theoretical and managerial implications of these findings are also discussed.These findings may help in identifying factors that enhance customers’perception of service innovation.
4 citations
DOI•
18 Dec 2015TL;DR: The ServiceLernLab as mentioned in this paper is a systematischen systematische systematisation for the transfer of Kompetenzentwicklung in the service-bereich.
Abstract: Unternehmen im Maschinen- und Anlagenbau stehen vor dem Hintergrund der zunehmenden Bedeutung des Dienstleistungssektors und den Effekten des demografischen Wandels vor zentralen Herausforderungen in der Personalentwicklung. Sie mussen dem wachsenden Bedarf an hoch qualifizierten Servicetechnikern nachkommen - neue qualifizierte Fachkrafte fur den Servicebereich gewinnen, betriebsspezifisch weiterbilden und eine systematische Sicherung zum Erhalt des spezifischen Erfahrungswissens ausscheidender Servicetechniker im Unternehmen betreiben. An der Universitat Stuttgart entwickelte und erprobte das Institut fur Erziehungswissenschaft ein technikdidaktisches Konzept zur Kompetenzentwicklung bzw. zum Kompetenztransfer fur Servicetechniker im Maschinen- und Anlagenbau (ServiceLernLab). Transfer bezieht sich dabei einerseits auf den Transfer zwischen erfahreneren und weniger erfahrenen Personen und andererseits auf den Anspruch, das Konzept so anzulegen, dass ein Transfer der in spezifischen Anforderungssituationen erworbenen Kompetenzen auf andere Anforderungskotexte wahrscheinlicher wird. Zentrale Elemente dieses technikdidaktischen Konzepts sind zwei Schulungseinheiten: a) eine Einheit fur die Kompetenzentwicklung im technischen Anforderungsbereich und b) eine Einheit zur sozialen Kompetenzentwicklung, speziell zur Perspektivenubernahme. Der Beitrag bietet (1.) eine Beschreibung der Anforderungen und Tatigkeiten von Servicetechnikern sowie Ansatzpunkte fur ein innovatives Lehr-/ Lernkonzept (ServiceLernLab), (2.) eine Dokumentation der Umsetzung des ServiceLernLab bei (angehenden) Servicetechnikern des Maschinen- und Anlagenbaus und (3.) die Darstellung der erzielten Effekte des Lehr-/ Lernkonzeptes auf die Fachkompetenz (Fachwissen und Fehlerdiagnosekompetenz) sowie einen Vergleich von Selbst-, Fremdeinschatzungen und objektiven Fachkompetenzleistungen. Schlusselworter: Servicetechniker, Dienstleistungssektor, Lernfabrik, Fehlerdiagnosekompetenz, Erfahrungswissen
4 citations
09 Sep 2013
TL;DR: The proposed platform will guarantee a common thread for the execution of a multi-stage gate reference process for the generation and consolidation of a technology-based business model, providing a consistent path from the idea generation to the production, delivery and commercialisation of a solution.
Abstract: The main aim of this paper is to propose a collaborative solution platform to design, assess and deploy technology-based business models, supporting the analysis and evaluation of business ecosystems for the manufacturing and delivery of customised product-services in global markets. The proposed platform will guarantee a common thread for the execution of a multi-stage gate reference process for the generation and consolidation of a technology-based business model, providing a consistent path from the idea generation to the production, delivery and commercialisation of a solution.
4 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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