Search results

Organizing new service development is an important topic for decision makers in service firms, since continuous innovation is expected to pay off. Although the literature on organizing new service development has grown rapidly over the last decade, the numerous publications are highly fragmented, each concentrating on a small piece of the complex innovation puzzle. This paper classifies current literature on organizing new service development (NSD) into two evolutionary stages: managing key activities in the NSD process, and creating a climate for continuous innovation. For both stages its consequences for the initiation and implementation of new services are discussed. The paper ends with limitations and suggestions for future research.

Safety is an important issue when manipulators operate in an environment where humans are present, such as the agriculture industry. An intrinsically safe mechanical system guarantees human safety when electronics or controls fail. However, industry also demands a certain operating velocity. A low inertia is the most important aspect to combine safety with a useful operating velocity, because this will limit the amount of kinetic or potential energy in the system and the required actuation forces. Low‐actuation forces limit the amount of static contact pressure between manipulator and human, a requirement for intrinsic safety. Low energy means that less contact force is required to put the manipulator to a stop in collision, an additional requirement. The goal of this paper is to find the maximum industrially applicable, manipulator mass for which intrinsic mechanical safety is guaranteed.

Observing existing and proposed manipulators in agriculture results in a required cycle time of 0.9 s, trajectory of 0.8 m and payload of 2 kg. Three important trade‐offs applying to the manipulator are identified. The first is between maximum velocity and acceleration, using cycle time and trajectory. The second is between maximum acceleration and mass, based on a measure for pain in contact pressure. The third is between maximum velocity and mass, using a collision model and the contact pressure during collision.

Combining all three trade‐offs results in an allowable arm effective inertia of 5.1 kg. Taking payload into account and converting to a realistic mass distribution results in a total mass of 9.3 kg. Compared to existing manipulators, both mass and payload are ambitious but realistic for the future development of an intrinsically safe manipulator.

Accuracy in positioning is not taken into account.

This paper combines safety criteria on maximum energy and maximum static pressure, while also taking industrial applicable operating velocity into account.

The 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.

This 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).

The 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.

This 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.

This paper reports on the impact of perceived resource adequacy (PRA) and competence (PRC) on new service development (NSD) teams’ internal performance (IP). This study aims to explore the indirect effect of internal market orientation (IMO) adoption, as a dynamic capability, on both PRA and PRC through the shaping of the emerging dynamics within NSD teams.

Using a hierarchical research design, the authors use a meso-theory approach to test a path-analytic framework against 116 NSD managers (offering data at the macro- or organisational level) and 543 NSD team members (offering data at the micro- or team level).

Both PRA and PRC are important in explaining NSD teams’ IP at the organisational level, though their explanatory power varies. The adoption of IMO is also an important antecedent to this factor through the (indirect) effect on the team climate and degree of integration.

IMO is an important dynamic capability that allows management to transform the mindset of employees, even if they do not directly interact with customers. In NSD efforts, this reflects on the team’s perceptions of the adequacy of the resources they have to deliver the project through the managerial interventions at the team level, which (mainly) explains the team’s IP.

Adopting an IMO allows the development of a dynamic capability that carries wider benefits for the service organisation, as this has positive implications not just for frontline employees. Specifically, NSD efforts are likely to become more resource-efficient as a result of IMO adoption because of the interventions of management during the development effort.

This empirical study is the first to test the impact of IMO adoption as a dynamic capability and in a context other than frontline employees from a meso-theory perspective. This allows considering the different effects at the appropriate levels (macro and micro), thus enabling a more accurate definition of the mechanism through which companies benefit from IMO adoption.

Decision-making biases play substantial roles in entrepreneurs' decisions and the fate of entrepreneurial enterprises, as well. Previous studies have assumed all entrepreneurs are homogeneous in their proneness to biases, therefore inadvertently creating a crucial research gap by ignoring the role of business experience in the genesis of biases. Furthermore, there is a lack of research on women entrepreneurs' decision-making biases. Thus, this paper's main objective is to explore two influential biases of overconfidence and over-optimism in novice and habitual women entrepreneurs.

The data for this study were collected by conducting semi-structured interviews with 21 Iranian novice and habitual women entrepreneurs active in four high-tech sectors of biotech, nanotech, aerospace and advanced medicine. The gathered data were analyzed by thematic analysis.

According to the findings, while habitual entrepreneurs are prone to all three types of overconfidence (overestimation, overplacement and overprecision) and over-optimism, novice entrepreneurs do not show any signs of overplacement or overprecision.

There are certain valuable implications resulting from this study that could be of use for not only future researchers in the field of entrepreneurial decision-making and women entrepreneurship but also for women entrepreneurs running entrepreneurial enterprises, especially small businesses.

This paper offers certain novel contributions to the field of entrepreneurship by not only exploring biases in women entrepreneurs exclusively but also scrutinizing biases in novice (first-time) and habitual (experienced) entrepreneurs comparatively.

This paper aims to answer the following two research questions: “What antecedents are required for the innovation of product‐related services?” and “How do the antecedents differ for product‐related services developed during the product development process or during the product usage?”

A multi‐case research design was employed.

Involvement of frontline employees, information sharing, multifunctional teams, funnel tools, information technology, internal organization, and training and education have a similar impact on the success of integrated and separated service innovations. Presence of service champion, autonomy of employees, market testing, and market research have a positive effect on separated, but a negative impact on integrated service innovations. The strategic focus, external contacts, availability of resources, and management support are positively associated with both innovation types, but their importance is essentially higher for separated than for integrated product‐related service innovations.

The external validity (generalizability) of the antecedents could not be assessed accurately.

The explanation of antecedents forms a model that can guide managers who wish to develop product‐related services successfully.

The findings imply that managers contemplating a product‐related service innovation project have to consider the innovation type (integrated or separated) and reframe the antecedents accordingly.

This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E.

By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures.

This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages.

This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.

Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.

This paper aims to examine the role of social capital as a strategic decision aid in small and medium sized enterprises (SMEs) in different service sectors.

Data on 434 strategic decisions in service SMEs was gathered through computer‐aided telephone interviews and analyzed using structural equation modeling to test the mediating role of level of risk acceptance and confidence in the relationship between the breadth of social capital and decision effectiveness.

Evaluative judgments (risk acceptance and confidence) explain the negative effects of social capital on decision effectiveness. Service delivery and dependency on tacit know‐how account for differences between SMEs in different service sectors and serve as explanations for different effects of social capital as a decision aid.

The study sheds light on the psychological underpinnings of social capital effects in strategic decisions. Higher varieties of actors make decision makers more tolerant for risk and decrease their confidence, which in turn hampers decision effectiveness.

Previous work on social capital suggests that it is beneficial to outcomes. The literature and policy initiatives also stress the beneficial effects of social capital and networking. This research on strategic decision‐making shows that the positive effects of social capital are not as pronounced as expected for the service SMEs. This paper draws explicit attention to the negative effects for strategic decision‐making.

The purpose of this study is to identify different service innovation drivers, innovation process activities and to understand industrial services innovation management and coordination, as well as to develop a framework for industrial service innovation management and coordination.

The study involved collection of information and data from the literature and the Norwegian oil and gas (O&G) industry. A survey was conducted to get an overview of existing practices and guided interviews were conducted to confirm the findings of the survey.

The study indicates that the market needs are considered the most important innovation process driver, feedback from the customers is the most important activity to encourage service innovations, whilst return on investments is the most important decision‐making factor in evaluating innovation feasibility. Employees are the most important source of innovation ideas. Furthermore, interactions between different companies, as well as involvement of customer, employees and suppliers in the innovation process are becoming increasingly important.

The study shows that service providers and receivers often collaborate in the innovation processes, and that many of the activities are performed simultaneously. This results in the collaborative parties needing to put resources on managing and coordinating the innovation process in a structured, effective and efficient way. The proposed framework for service innovation management and coordination provides practitioners with a structured approach to manage industrial service innovations.

The findings are based on the data collected from a number of companies from the O&G industry in Norway.

The paper identifies different innovation process drivers and activities and proposes a modified framework for industrial services innovation management and coordination based on the study analysis, interaction with the practitioners and using available literature on innovation management.