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Those banks which are active and experienced product innovators use organisational systems significantly different and better suited to the task of developing new products than those of less active product innovator banks. The findings, based on interviews conducted in nine large commercial banks competing in the market for corporate banking services, show a key difference between the organisation arrangements of the two banking groups; active product innovators ensure that specialised personnel make regular, effective contact with the market while less active product innovators see development tasks as a special activity. Active product innovator banks have also progressed considerably in opening up traditionally tight operating structures in order to initiate product innovation.

Seeks to present a microeconomic model to analyse theoretically BSC, to develop a simplified model version and to apply it empirically.

The model assumes exponential production and demand functions with constant scale factors and elasticities. It is estimated for Nokia's time‐series 1993‐2002 and partly for 35 Compustat firms.

Direct statistical estimates act properly only as initial values iteratively adjusted for the level of the model. Model parameters show in experiments a significant effect on decision variables such as selling price. Most firms show decreasing returns to scale that are found also in a cross‐sectional analysis.

The model assumes constant elasticities and growth which should be relaxed. Most numerical experiments are limited to Nokia's data. Estimates applied in experiments are not fully justified on statistical grounds. More effort should be made to reach a consistent set of estimates at the level of the model.

In growth strategy, price discounts may lead to declining profitability, while productivity is increasing. This results in peculiar causal relationships in strategic mapping of BSC. If strategy is shifted towards revenue maximization, more focus should be given to customer relationships and development and learning in BSC. Firms should in strategic planning pay special attention to rate of discount and planning horizon, because they affect selling price.

This research paper presents a new model specification. It gives novel empirical evidence on parameter estimation and strategic behaviour in BSC framework.

Reports on research concerning the role and nature of communication during the innovation process of new financial services. A causal framework has been developed on the antecedent role of communication in financial service innovation and its impact on success. Project team communication is conceptualized by: intra‐project communication (communication between project team members); and extra‐project communication (boundary‐spanning communication). Examines the effectiveness of these communication flows from an information processing perspective and assesses the amount of uncertainty reduced about customers, competitors, technologies and resources. Also assesses the impact of the reduction of uncertainty on new financial service performance. In view of the context, i.e. financial service innovations, we included the specific characteristics of services (intangibility, inseparability of production and consumption, heterogeneity and perishability) into our theory and research design. Finally, the theoretical and managerial implications are discussed.

Automated vehicle technologies dominate many visions of future systems of smart mobility. This chapter uses the approach of Transition Management to explore the multi-actor governance processes around automated vehicle technologies in the United Kingdom (UK), with specific attention being paid to the role of the UK government. It shows the relatively comprehensive approach to automated vehicle innovation that has been adopted by the UK government, emerging across multiple domains including the creation of positive discourses around automation, and the facilitation of network building and demonstration projects. Framed by the Transition Management cycle of strategic, tactical, operational and reflexive activities, the chapter argues for greater integration across the levels of the cycle, and experimentation that moves beyond technological capability, to include the heterogeneous publics, in a more diverse set of roles than the current framing of ‘potential technology adopter’. The chapter points to the techno-optimism displayed by governments participating in the international race to vehicle automation, often with dual roles as both producers and consumers, and suggest that greater inclusivity, democracy, diversity and openness in the innovation process may contribute to context sensitive implementation.

On the face of it, there may not seem much in common with a World Bank project to increase the productivity of Nicaraguan farmers, and British financial institutions’ need to bring profitable new products and services on stream quickly. Or with a US office‐product company’s determination to significantly increase revenues, or a Danish underwater acoustics company’s aim to reduce product development times from three years to three months.

The purpose of this paper is to present the first empirically tested model showing that internal marketing (IM) is a factor of success in new services development. It attempts to bridge internal market orientation (IMO) – the philosophical background of IM programs – with successful service innovations represented by new service performance (NSP).

To explore the link between IMO and NSP a structural equations model was designed considering service quality and time‐to‐market as mediator variables. Data were gathered from business service firms' senior managers in Spain and Portugal (74 service companies based on a questionnaire).

The results largely support the hypothesized theoretical relationship that organizational effort in the human resources area, supported by the marketing function and implemented through an IMO, is connected with increasing service quality and innovation success.

The results of this study are context specific. In addition, surveys usually present data collection problems such as composing questions properly, key informant bias and non‐response bias. However, the actions undertaken – such as pre‐testing coupled with personal telephone contact with managers and the good results obtained in verifying the representativeness of the sample – suggested that every effort was made to obviate the limitations.

The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment, are taken into account in order to implement successful new services. Managers need to be more proactive, trying to include the marketing function in human capital issues. Understanding internal clients' wants and needs and selling company goals internally would make external efforts in developing a new service much more likely to succeed.

Reflecting the literature which highlights the importance of the internal relationship between service employees and the company in service innovation, the paper pays particular attention to the role of IMO linkages and their effect on service innovation success. To the best of the authors' knowledge, this is the first time this relationship has been empirically tested.

Provides a review and ready reference to recent writings on new service development (NSD), especially for the financial services sector. Discusses the types of new service development, the purposes served by them and the processes. Refers to the key activities of NSD and measures its success. An annotated bibliography supplies a very useful guide to the new service development literature.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

We offer a theoretical account of how two types of bricolage influence the entrepreneurial process. The first type involves social relationships or physical or functional assets, and thus pertains to an entrepreneurʼs external resources used in the instantiation of operations of a new venture. The second type pertains to an entrepreneurʼs internal resources‐experiences, credentials, knowledge, and certifications‐which the entrepreneur appropriates, assembles, modifies and deploys in the presentation of a narrative about the entrepreneurial process. We argue that both types of bricolage are essential to the success of a venturing attempt.

The purpose of this paper is to develop and validate a new framework for continuous improvement.

The literature review on customer value and strategic quality provides the basis for the identification of a conceptual framework for continuous improvement. This conceptual framework is validated using the in-depth interview and the survey approach.

The empirical study concluded that the new framework contains all the core components or forces of continuous improvement. These forces are customer value focused co-leadership, customer value focused strategic objectives, improvement specialists with people performance knowledge and improvement methodology. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. Overall, it is an effective framework that is easily understood and can be applied throughout any process led organisation. This is supported by the empirical data.

This new framework can demonstrate to each organisational employee where they fit into the organisational continuous improvement strategy. This paper provides practitioners with a new validated continuous improvement framework that has application in all organisations that are involved in process customer value improvement. The researchers contend that this new framework can compliment existing continuous improvement frameworks.

This paper develops and validates a new framework for continuous improvement. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. This is supported by the empirical data. Also, the authors contend that this framework embraces the systems thinking approach (Conti, 2010) or systemic approach as people interact with customers, processes, improvement methodologies and each other to drive customer value improvement. Consequently, this generates a need to take global view of the combined effect of all customer value improvement components. This systems thinking can feed into future research.