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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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Journal ArticleDOI
01 May 2011
TL;DR: MBNSD consists of three phases: identifying and determining CSS classifications, designing and modeling CSS applications, and estimating and managing CSS CSQ, and three cases are described that involve CSS applications that are designed based on MBNSD.
Abstract: This paper describes an analytic and synthetic new service development (NSD) method for devising collaborative service systems (CSSs). The predominant NSD method is a process-based one that belongs to the well-established service blueprints approach in order to create flexible flowchart-like models of customer-provider interaction flows. In contrast to the static service blueprints approach, the proposed NSD method belonging to CSSs includes the service operation management design adopting the proposed mutualism-based NSD method (MBNSD). This paper also presents a novel conceptual metaphor between ecological mutualism for species and value coproduction for service providers and customers. The CSSs designed by MBNSD enable the automated value coproduction (mutualism) for service participants (species). Constructing CSS initially involves identifying value coproduction-based service concepts (mutualism-what), modeling service encounters and service exchanges adopting evolutionary algorithms and optimization methods (mutualism-how), as well as estimating their collaborative service-quality (CSQ) (fitness) to determine whether the service participants achieve mutualism and adaptability (evolution). MBNSD consists of three phases: identifying and determining CSS classifications, designing and modeling CSS applications, and estimating and managing CSS CSQ. Moreover, three cases are described that involve CSS applications, i.e., iMusicCreation, iInteriorDesign, and iMobileDesign, that are designed based on MBNSD. Importantly, this systematic procedure of automating service value coproduction based on MBNSD significantly contributes to NSD applications and research.

3 citations


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

  • ...NSD generally includes phases, such as service concept design and development, system design, and system construction and testing before the launching of a service [9], [14], [ 19 ]....

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Proceedings ArticleDOI
19 Aug 2007
TL;DR: Based on a Service System design approach, a framework is used to analyze an I-TV banking service and shows the barriers to adoption in the current design approach.
Abstract: The design of Interactive TV services is in an experimental phase. The design of these services needs a more structured approach that enables the actors involved to cooperate and develop a successful service. Based on a Service System design approach we used a framework to analyze an I-TV banking service. The case study shows the barriers to adoption in the current design approach. To deal with these barriers we propose to focus on adoption in the design approach for I-TV banking services.

3 citations

01 Jan 2009
TL;DR: In this article, a typology of blended product offerings is proposed that integrates previously identified blending mechanisms with new findings on current trends and types of blended innovations, and Implications for innovation management are discussed and directions for future research are suggested.
Abstract: As the boundary between manufacturing and service industries continues to blur, product innovation often takes the form of blended product offerings consisting of both manufactured and service elements. Organisational innovation processes and strategies have traditionally been based on either a ‘manufacturing’ or a ‘service’ mindset, which may not be suitable for optimal innovation in a blended offering. This paper combines findings from an empirical study with literature from service and manufacturing perspectives to enhance understanding of the nature of blended offerings. A typology of blended product offerings is proposed that integrates previously identified blending mechanisms with new findings on current trends and types of blended innovations. Implications for innovation management are discussed and directions for future research are suggested.

3 citations

Journal ArticleDOI
TL;DR: In this article, the authors shed more light on the elements of service innovation, through an analysis by the concept of "co-creation" with clients, and the impact of the latter on service innovation in the Moroccan context.
Abstract: In recent years, innovation has become the foolproof weapon of companies to hold competitive advantages. However, innovation in services remains misunderstood, due in particular to the intangible aspect of services. The aim of this research is to shed more light on the elements of service innovation, through an analysis by the concept of “co-creation�? with clients, and the impact of the latter on service innovation in the Moroccan context.

3 citations

Journal ArticleDOI
TL;DR: In this paper, the authors used structural equation modeling to study the relationship between independent variables and dependent variables and the effects of four variables are confirmed when the level of significance is five percent.
Abstract: Hotel industry plays important role on developing tourism industry and having better services in this industry always help increase market share. The proposed study of this paper considers the effects of four variables including collaboration with staff, collaboration with customers, collaboration with partners and business owners and finally mechanism of integration of knowledge on innovation on service. The population of this survey includes 259 hotels where we send our questionnaire to 179 and manage to collect 170 ones. Cronbach alpha for four variables including collaboration with staff, collaboration with customers, collaboration with partners and business owners and finally mechanism of integration of knowledge were calculated as 0.78, 0.865, 0.743 and 0.890, respectively. The proposed study uses structural equation modeling to study the relationship between independent variables and dependent variable and the effects of four variables are confirmed when the level of significance is five percent.

3 citations


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

  • ...Menor et al. (2002) introduced new areas of research to implement innovation to create new value added products....

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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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