Interorganisational new service development capability in the mobile communications ecosystem

IntroductionMany manufacturing firms introduce service innovations to satisfy customer needs and grow their business (Gebauer, Gustafsson, & Witell, 2011; Bettencourt & Brown, 2013). For these firms, the installed base of products acts as a platform for selling services to utilize the entire life cycle of the products to increase profits (Wise & Baumgartner, 1999). On the basis of the identification of value for the customer, manufacturing firms develop new services and use different value constellations for service provision (Kowalkowski, Witell, & Gustafsson, 2013). Theoretically, these services should be developed in a state-of-the-art new service development process (Gebauer, Krempl, Fleisch, & Friedli, 2008; Kindstrom & Kowalkowski, 2009); however, what should this process look like? Previous research confirms several important hypotheses about how new product development (NPD) (Griffin, 1997) and new service development (NSD) (Menor & Roth, 2008; Edvardsson, Meiren, Schafer, & Witell, 2013) should be performed - but do these findings hold for NSD in manufacturing firms?To achieve a competitive advantage, manufacturing firms need to innovate both products and services (Gebauer, Gustafsson, & Witell, 2011). Given increasing competition, manufacturing firms are emphasizing the development of new services (Wise & Baumgartner, 1999). Using service differentiation as a competitive advantage requires the formation of new service capabilities (Prahalad & Hamel, 1990), the development of service strategies (Gebauer, 2008), and knowledge of how to organize for NSD (Fischer et al., 2010). However, our scientific knowledge on NSD in manufacturing firms relies on a few conceptual contributions (Kindstrom & Kowalkowski, 2009), case studies (Gebauer, 2007), and cross-sectional surveys (Santamaria et al., 2012). Many of these studies viewed NSD as a strategic maneuver for manufacturing firms interested in services and treat NSD rather superficially. The present study aims to provide additional knowledge about NSD in manufacturing firms summarized in a set of propositions on how to successfully develop and introduce service innovations.An empirical study was performed to investigate the validity of previous findings of NPD and NSD for NSD in manufacturing firms. A survey was performed on 791 NSD projects, including both manufacturing and service firms. The results show that NSD in manufacturing firms is treated in a step-motherly manner. Often, no special unit for NSD exists, a service development strategy is missing, and the NSD process is either not used or was adopted from the product development process. The possibility of succeeding with service innovations in manufacturing firms in the long run under such conditions seems impossible or even a certain road to failure.Theoretical FrameworkNSD in Manufacturing FirmsWindahl and Lakemond (2006) claimed that the research on NSD focuses solely on the service sector, underexposing NSD that occurs in the manufacturing industry. Moreover, most research on NSD focuses on consumer markets rather than industrial markets. However, exceptions exist, such as Atuahene?Gima (1996) who suggests that service and manufacturing firms should focus on similar factors for improving their innovation performance. De Jong and Vermeulen (2003) argued that organizing NSD is an important topic for decision makers in both service and manufacturing firms. However, a service innovation builds on a different logic than a product innovation. This fact forces manufacturing firms with a challenge to manage different innovation logics and development processes. Product innovation concentrates on changes in product characteristics, while service innovation involves changes in the delivery process and client interface (Gebauer et al., 2008). Much knowledge exists on the innovation logic for product innovations and the NPD process. Reviewing the research on NSD in manufacturing firms shows a knowledge gap on what contributes to success with service innovation in the NSD process of manufacturing firms. …

User involvement in New Service Development(NSD) has attracted the limelight as a good method, but we still lack an empirical analysis of the effectiveness of user involvement. In addition, positive and negative determinants of user involvement in NSD have not often been dealt with in past research, and this deficiency has been identified as a barrier to the effective utilization and diffusion of user involvement in NSD. To our knowledge, this is the first study to empirically investigate the degree of implementation of user involvement in NSD, the effectiveness of user involvement, and the utilization strategy in the digital content industry. First, we reveal that ordinary user involvement is more effective for NSP performance than lead users or business partner companies. Second, we empirically demonstrate that the effectiveness of involving lead user and ordinary user in NSP is different according to the new service type and service development stage. Based on the results of our analyses, we suggest some strategic directions for the companies who want to newly adopt or improve their current level of user involvement in NSD. We expect that the implications of this study will be utilized for efficient diffusion of user involvement in NSD and will eventually contribute to tangible achievements for companies in the digital content industry.

隨著金融管制解除及電子商務時代的來臨，金融服務業的經營環境有了巨大的變化；為了生存與成長，金融服務業者必需不斷地創思新構想、推出新金融商品。惟實證研究顯示，新金融商品推出的成功率一直不高。新金融商品失敗所造成的直接財務損失可能不高，但仍有許多隱藏成本。如何改善金融服務業者的新服務開發(new service development, NSD)績效呢？這是金融業者高階主管及學術界所關心的問題。目前已有研究探討金融服務業的新產品成功因素，惟這些研究多僅以單一問項來衡量績效，未考量新金融商品績效的多構面特性。此外，這些研究多以探索性統計分析方法檢測NSD活動與新金融商品績效的關聯。再者，許多研究探討NSD活動及NSD效果（如服務/市場配適、行銷溝通效果）對新金融商品績效的影響，惟至今尚乏研究探討NSD活動與NSD效果的因果關聯。 本研究首先透過文獻分析將新金融商品績效歸納為兩個構面—直接績效及間接績效，將可能影響新金融商品績效的因素歸納為NSD行銷活動（包括市場研究、人員訓練、試銷、上市準備與推出）、及NSD效果（包括服務／市場配適、服務獨特卓越性、行銷溝通效果），其次推論NSD行銷活動執行品質對NSD效果之影響、NSD效果對新金融商品績效的影響、服務／市場特性對「NSD效果與新金融商品績效關聯」的干擾效果，並以國內銀行業及保險業的93個新金融商品開發專案為實證對象。 本研究之假設推論以層級迴歸及節制迴歸驗證。分析結果顯示，(1) NSD行銷活動中以上市準備與推出對NSD效果的影響最大，其次為市場研究，試銷活動的影響最小。(2) NSD效果中以行銷溝通效果對新金融商品績效的影響最大，其次為產品／市場配適，服務獨特卓越性顯得並不重要。(3) 「NSD效果與新金融商品間接績效的關聯」受到產品對市場的新穎性、市場競爭度、市場對公司新穎性的干擾。最後，研究者對實證結果在新金融商品開發管理涵義及後續研究做一些討論與建議。

The continuous development of new services is a prerequisite for the development and prosperity of Museums in today’s competitive environment. So far, however, limited research effort has been devoted on the development process of innovative services within cultural and creative industries and particularly Museums. Given the crucial importance of cultural organisations for the dynamic cultural and creative industries, this research work aims at studying the development of new innovative services in the Museums of Athens and their ability and capacity to adopt innovation management (i.e., development, organisational, functional and technological aspects of management) as the basic strategy for diversification. To achieve this task, a systematic desk-top research took place in order to identify and analyse models, practices and processes available on the design and development of new services. Based on the results of this work, a survey was designed aiming to identify the current status with regards to innovative services development and innovation management within Athenian Museums. The fieldwork was carried out in 62 museums in Athens and investigated the development process of 184 different services. The analysis was based on data collected via an in depth structured interview with questionnaires from museum directors knowledgeable about new service development in their organisation. A multicriteria methodology was used to examine the potential of a predictive model for successful new service development projects in the cultural industry.

This paper builds upon the work carried out by Brunel University in the field of "Fast Prototyping And Semiautomated User Interface And Application Generation for Converged Broadcast and Cellular Terminals". This work involved the development of a service creation application for interactive services on mobile devices and methodologies and tools to speed up and deskill the deployment process. This paper aims at further enhancing these tools and presents an enhanced open standards reference platform for mobile digital TV and rich media services. By using a Scalar Vector Graphics (SVG)-driven Java MIDP application (as opposed to bitmapped raster graphics-driven MHP), rich media services can be broadcast to mobile devices running various Java-supported platforms with a user interface scalable to any screen size. Moreover, the Rich Media Mobile Browser is integrated into a service creation tool, therefore enabling rapid testing and deployment of rich mobile media services. The following sections detail the motivation behind the need for a platform which allows for rich media play-out on mobile devices, along with the rich media mobile viewing application and the tools used to create and test rich media with speed and ease.

New service concepts are at the heart of success, and the process can be optimized by implementing new service development (NSD) models. NSD models are rarely used in practice, however. Many companies use historically successful new product development (NPD) models to develop services, and ultimately ignore the challenges and opportunities specific to services. The objective of this research paper is to determine the key success variables of an NSD model. Several NSD models are reviewed to mine the key traits of a successful NSD model. After a comprehensive literature review, three hypotheses proposed in the paper are: a well-structured NSD model is necessary for the success of a new service; resources should be given equal attention to the processes involved in a NSD model, and customer involvement is a vital component of the NSD model. Finally, an extended NSD model is proposed, one which is based on Froehle and Roth's work. This extended model integrates the resource and process oriented practices of NSD with a new “customer” dimension. We show how this model can be applied, using the airline industry as an example.

In the digital age, libraries must provide user-centered services, thus contributing to meeting their complex needs. This article reflects the conceptual foundations of the librarian's status in the modern university library, his role in supporting the educational process and promoting access to information. The competencies of the modern librarian in relation to the challenges of the information society are also identified. In the conditions of the accelerated development of technologies, the evolution of the information space, the development of new services in the university library has become an imperative. By implementing them, librarians contribute to meeting the growing requirements of the user and adapting the library to the current information space. The role of the librarian in the development and implementation of new library services and the impact of their implementation is revealed.

PurposeThe purpose of this paper is to investigate the role of Customer Participation (CP) in the effectiveness of New Service Development (NSD) by examining the moderating roles of Customer Empowerment (CE) and Customer Satisfaction (CS). The research reduces the risk of failure of the NSD process and/or improves the NSD processes used by companies through the consideration of the results in the practical dimension.Design/methodology/approachThis study investigates the effects of CP at different stages of NSD using a quantitative approach. Data were collected through an online survey questionnaire. Smart PLS was used to analyse the data collected from 509 newsreaders and users of the news agency’s application.FindingsThe model confirmed that CE has an impact on the effectiveness of NSD in the idea generation and commercialization stages, but not in the development stage. Empowerment and customer satisfaction did not influence the three stages of NSD indirectly but directly. The results show that CP, CS and CE do not always have a direct or indirect effect on the development of new services. Therefore, in order to design new service development projects, media news companies need to determine the level of user cooperation.Research limitations/implicationsThe lack of objective data, especially on company performance, forces researchers to use questionnaires to analyse NSD effectiveness. Another limitation is that newspaper users answered the questionnaires, which creates “common method variance.”Practical implicationsResearchers on NSD effectiveness must use questionnaires due to a lack of objective data, especially on company performance. Another limitation is “common method variance” from newspaper users answering questionnaires.Originality/valueThis paper is a response to a perceived need for an examination of how new service development can be successful and effective.

Customers frequently use social media (SM) platforms to share and seek information about services. Could the content of customer SM interactions be used for new service development (NSD)? This study analyses: (a) Whether social media input is relevant for NSD? (b) What are the preferred social media platforms for NSD? (c) How social media input can be integrated with the current NSD organisational process? The results highlight the importance of social media input in NSD. Facebook leads the social media pack for relevant NSD input. The SMART roadmap for leveraging the power of social media for NSD has also been suggested.

New developments in the economic arena and rapid technological changes have shifted the economic power from company to customer. As a result, companies changed their approach toward customers’ involvement in new product and/or service development.Usually, innovations are driven by inventions. But not all inventions are successful innovations. Hence, to be successful, inventions should be explored to meet customer needs and demands, and commercialized to make the company profitable (DTI - Occasional Paper No 9, 2007). According to Lowe and Marriott (2006) the innovation is a process of creating and transforming products, services, and organizational processes that are crucial for companies who want to compete in a highly dynamic and competitive market.In this regard, the paper aims to explore the interrelation between market and innovation in services industry, whilst analyzing both customers’ impact in new service development (NSD) and Kosovo’s service providers approach in including customers in service development processes.The findings highlight an increased customer power over the NSD processes as a result of their demand and unwillingness to bear the cost of or experiment with new, untested services. Given these developments service providers have started to change their approach of creating and transforming services, namely by involving customers in the service design and development processes, in order to stimulate interest for using and willingness to pay for new service.

This study explores the relationship between the level of e-Branding and the Development of new products or services through regression analysis.The results show an extremely strong and statistically significant connection between these factors.Specifically, each increase in the level of e-Branding leads to a proportional increase in the level of Development of new products or services, with an estimate coefficient of (0.89) and a p-value of less than (0.0001).The high t-value (33.70) and standardized beta coefficient (0.897) indicate that the level of e-Branding is a key factor in predicting the level of Development of new products or services in the market, while the VIF value (1) eliminates the possibility of multicollinearity.These results underline the importance of the level of e-Branding in modern business and suggest that companies actively investing in digital marketing strategies, such as social media, SEO, and e-commerce, are more likely to achieve market success.The study provides valuable insights for managers and marketing professionals, highlighting the need for the continuous development of e-Branding as a fundamental tool for improving market position and competitiveness in the Development of new products or services.

PurposeThe purpose of this paper is to develop a deeper understanding of the new service development (NSD) research field. It addresses its scientific production, social and intellectual structures, and maturity.Design/methodology/approachThis study uses a bibliometric-based literature review. Quantitative and qualitative analyses are performed on a sample of 277 NSD articles (published from 1984 to 2014). These articles are organized into four periods to improve the analyses from an evolutionary perspective: Early Writings (1984-1995), Advancing of Literature (1996-2001), Progressive Literature (2002-2008), and Recent Works (2009-2014).FindingsThe scientific production in the NSD field has grown significantly over these four periods, and the entry of new authors has extended the social structure. However, collaboration networks seem disconnected from one another. Nonetheless, the intellectual structure has shown great progress, making NSD an independent area of research and discovery from the new product development domain, with its own foundations and expansions into new topics. Although the NSD research field has not yet reached maturity, it is consistently moving toward it.Originality/valueThis study delivers a multiperspective view of research on NSD using a mixed quantitative and qualitative approach. It provides new insights into the discussion of the field’s maturity and can be used as a roadmap for academics and practitioners who would like to understand the state of existing knowledge and are looking for research opportunities.

Le crowdsourcing (CS) permet l’accès à des connaissances externes à l’entreprise, et il peut être un moyen pertinent pour faciliter les processus d’innovation. Dans le paradigme de l’innovation ouverte (Chesbrough, 2003), l’innovation résulte d’un couplage entre processus outside-in et inside-out qui mobilise l’entreprise et ses partenaires. L’innovation peut être appréhendée dans une logique d’écosystèmes d’affaires (ESA). Dans cet article, nous cherchons à travers une étude de cas, à montrer comment le CS peut servir à développer un ESA. En mobilisant la littérature portant sur le CS, les ESA et la théorie C-K, nous soulignons la convergence entre certaines conditions de succès du CS et les facteurs d’évolution d’un ESA : l’ouverture et la modularité. Dans le cas étudié, le CS contribue à la phase amont du développement d’un ESA à travers l’exploration de concepts nouveaux. Codes JEL : L80, 031, O32

New Service Development: From Panoramas to Precision

ABSTRACTAs research into customer involvement and Web 2.0 in new service development (NSD) is limited, this study investigated the exploitation and the implications of Web 2.0 for enhancing customer involvement in NSD in tourism. Studies analysing the following fields were reviewed: the concept, the benefits and the risks of as well as the empowering role of Web 2.0 for customer participation in NSD. The review is organized around a framework summarizing the following issues that need to be considered for Web 2.0 exploitation: the drivers, the degree, the management issues and risks, and the benefits of customer involvement. A model measuring the use of Web 2.0 was also developed and used for surveying the level of Web 2.0 exploitation for NSD purposes by Greek tourism firms. The survey findings were also complemented with a qualitative study exploring the perceptions of professionals regarding the benefits, the management issues and risks that they face when exploiting Web 2.0. Finally, the practical and the theoretical implications of the findings are discussed. Copyright © 2012 John Wiley & Sons, Ltd.