Article2004

Innovation Strategy and the Impact of a Composite Model of Service Product Development on Performance

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68 citations0/0 files storedJournal of Service Research

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Service and Product Innovation Business Strategies and Innovation Innovation and Knowledge Management

Abstract

This article investigates how the magnitude of innovation strategy moderates the impact of a model of product development on performance in 62 large service enterprises. The model includes a strategy of fast-paced development cycles and an organization core of three sets of practices dealing with organization, processes, and tools. Results for services are compared with findings in goods industries.

Citations in this library

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References

1967Organization and environment 1986The Adoption of Radical and Incremental Innovations: An Empirical Analysis 1996Two Types of Bureaucracy: Enabling and Coercive 2011Service Management and Marketing 1990Delivering Quality Service 1984Designing services that deliver 1995Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness 1987Service Positioning through Structural Change

Cited by

2008Client-perceived performance and value in professional B2B services: An international perspective 2017How much and when to innovate 2008Do consumers discern innovations in service elements?2022Opportunistic innovation in the age of digital services 2013Customer interaction in service innovation: evidence from India 2014Alignment Between Service Innovation Strategy and Business Strategy and Its Effect on Firm Performance: An Empirical Investigation 2015The impact of customer’s perceived service innovativeness on image congruence, satisfaction and behavioral outcomes 2017The Dilemma of Service Productivity and Service Innovation

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