scholarly journals CONCEPTUAL NEW SERVICE DEVELOPMENT MODEL

2018 ◽  
Author(s):  
Ilona Skačkauskienė ◽  
Asta Radzevičienė ◽  
Povilas Švogžlys
Keyword(s):  
Critical Evaluation ◽  
Development Model ◽  
Competitive Environment ◽  
Service Development ◽  
Technological Innovations ◽  
New Service Development ◽  
Or Management ◽  
Development Models ◽  
Favourable Environment

In order to stand out in a competitive environment, companies are forced to consider the develop-ment of new services. In the context of globalization changes, the development of new services is be-coming an effective tool for adapting to the changing needs of consumers through the introduction of technological innovations or management solutions. By using service development models, compa-nies create favourable environment for generating and selecting ideas, and can prepare more effec-tively for the deployment of a new service. After the critical evaluation of the new service develop-ment models, conceptual new service development model was formulated. The indicators of concep-tual new service development model were presented, also the unique features were highlighted. The results of this research revealed that new service development models are perceived as an unbroken cycle, that includes additional tasks for business subjects, consumers and company employees.

MANAGED FORMATION PROCESS OF R&D NETWORKS

2006 ◽  
Vol 10 (03) ◽  
pp. 271-298 ◽  
Author(s):  
MARKO T. HEIKKINEN ◽  
JAANA TÄHTINEN
Keyword(s):  
Research And Development ◽  
Formation Process ◽  
Process Model ◽  
New Technologies ◽  
Initial Conditions ◽  
Competitive Environment ◽  
Service Development ◽  
New Service Development

Because of fundamental changes in the competitive environment, the amount of resources and knowledge needed in research and development (R&D) activities has become overwhelming for a single organisation. Moreover, new technologies create lucrative new possibilities for new service development, which are out of reach for a single organisation. Thus, there is a strong need to perform R&D activities in networks. This study increases the understanding of R&D networks by presenting an empirically grounded process model of the formation of such networks. The model has three main elements: the initial conditions, the role of network webber and the sub-processes through which the formation progresses. The process model highlights the importance of the network webber both in triggering the formation process and in managing the process. Moreover, the model suggests a view of the process that is overlapping and iterative, i.e., the sub-processes of enabling the network, acquiring actors, assuring continuity, formal structuring, learning and developing commitment do not follow each other in a certain order.

scholarly journals PROFESSIONAL SERVICES REDESIGN: A CHALLENGE TO NEW SERVICE DEVELOPMENT MODELS

2015 ◽  
Vol 12 (1) ◽  
pp. 40
Author(s):  
Frederico Medeiros Quaggio ◽  
Marcia Terra Silva
Keyword(s):  
New Technologies ◽  
Service Industry ◽  
Professional Services ◽  
Professional Service ◽  
Service Development ◽  
Front Line ◽  
New Service Development ◽  
Development Models ◽  
Core Competences ◽  
Mass Service

Service industry researchers argue that one of the core competences for a successful service company consists in its ability to change, innovate and incorporate new technologies in its production process. Most of the studies developed in theses area are focused mainly in mass service or service-shop industries. It’s not very well discussed that some of the NSD challenges are related to the difficult to anticipate and incorporate in the NSD process and in the new service’s specifications the influences of its own characteristics: intangibility, heterogeneity, inseparability and perishability. For instance, the users’ role as co-producer of service process can result in additional variability and unpredictability of demands and tasks that may affect significantly the delivery process; front-line personnel may be empowered to change some services’ specification to achieve specific client’s need. These paper aims to discuss how a new professional service can be affected by it own characteristics and it reveals the main obstacles that hinder the redesign of professional services.

Central patient and OR management as factor of success in the competitive environment marked by DRG

2009 ◽  
Vol 56 (S 01) ◽  
Author(s):  
D Boehm ◽  
H Treede ◽  
M Zluhan ◽  
K Overlack ◽  
H Reichenspurner
Keyword(s):  
Competitive Environment ◽  
Or Management

scholarly journals Incremental and radical open service innovation

2018 ◽  
Vol 32 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Per Myhren ◽  
Lars Witell ◽  
Anders Gustafsson ◽  
Heiko Gebauer
Keyword(s):  
Service Innovation ◽  
Group Development ◽  
Case Analysis ◽  
Team Development ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Open Service ◽  
Cross Case Analysis

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

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