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Market Orientation, Internal Process, and External Network: A Qualitative Comparative Analysis of Key Decisional Alternatives in the New Service Development

机译:市场导向,内部流程和外部网络:新服务开发中关键决策选择的定性比较分析

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摘要

Scholars from different disciplines acknowledge the importance of studying new service development (NSD), which is considered a central process for sustaining a superior competitive advantage of service firms. Although extant literature provides several important insights into how NSD processes are structured and organized, there is much less evidence on what makes NSD processes successful, that is, capable of contributing to a firm's sales and profits. In other words, which are the decisions that maximize the likelihood of developing successful new services? Drawing on the emerging "service-dominant logic" paradigm, we address this question by developing an NSD framework with three main decisional nodes: market orientation, internal process organization, and external network. Using a qualitative comparative analysis technique, we discovered combinations of alternatives that maximize likelihood of establishing a successful service innovation. Specifically, we tested our NSD framework in the context of hospitality services and found that successful NSD can be achieved through two sets of decisions. The first one includes the presence of a proactive market orientation (PMO) and a formal top-down innovative process, but the absence of a responsive market orientation. The second one includes the presence of both responsive and PMO and an open innovation model. No single element was a sufficient condition for NSD success, though PMO was a necessary condition. Several implications for theory and decision-making practice are discussed on the basis of our findings.
机译:来自不同学科的学者都承认研究新服务开发(NSD)的重要性,这被认为是维持服务公司卓越竞争优势的核心过程。尽管现有文献对NSD流程的结构和组织方式提供了一些重要的见解,但关于使NSD流程成功(即能够为公司的销售和利润做出贡献)成功的证据却很少。换句话说,哪些决定可以最大程度地开发成功的新服务?利用新兴的“服务主导逻辑”范式,我们通过开发具有三个主要决策节点的NSD框架来解决此问题:市场导向,内部流程组织和外部网络。使用定性比较分析技术,我们发现了替代方案的组合,这些组合可以最大程度地建立成功的服务创新。具体来说,我们在酒店服务环境中测试了我们的NSD框架,发现成功的NSD可以通过两套决策来实现。第一个包括主动市场导向(PMO)和正式的自上而下的创新流程的存在,但缺少响应市场的导向。第二个方面包括响应式和PMO的存在以及开放式创新模型。尽管PMO是必不可少的条件,但没有任何一个要素是NSD成功的充分条件。在我们的发现的基础上,讨论了对理论和决策实践的一些启示。

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