2003
DOI: 10.1108/09564230310466010
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Antecedents of project learning and time‐to‐market during new mobile service development

Abstract: Mobile service innovations are crucial for the long-term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time-to-market during new mobile service development. An extensive case study research involving… Show more

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Cited by 43 publications
(25 citation statements)
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“…Our model was guided by Keats and Bracker (1988) who argue that the process of theory building requires the specification of the model to include important variables, yet remain sufficiently bounded so as to be testable within the given domain. This approach is consistent with prior service innovation research (e.g., Blazevic, Lievens, & Klein, 2003;van Riel & Lievens, 2004). In the following sections we present the key constructs and the proposed theoretical relationships in the emergent model.…”
Section: Towards a Model Of Service Innovation-based Competitive Stramentioning
confidence: 78%
“…Our model was guided by Keats and Bracker (1988) who argue that the process of theory building requires the specification of the model to include important variables, yet remain sufficiently bounded so as to be testable within the given domain. This approach is consistent with prior service innovation research (e.g., Blazevic, Lievens, & Klein, 2003;van Riel & Lievens, 2004). In the following sections we present the key constructs and the proposed theoretical relationships in the emergent model.…”
Section: Towards a Model Of Service Innovation-based Competitive Stramentioning
confidence: 78%
“…Schmalensee, 1982). The time to market literature supports that the more limited the internal learning needed for the development of a new product, the faster the firm can launch it in the market place (Blazevic et al, 2003;Gatignon et al, 2002). Thus, if a proactive firm anticipates some future market need, it could likely rapidly satisfy this need if it relied on imitative innovation adoption.…”
Section: Proactivity and Risk Taking Influencing Innovation Generatiomentioning
confidence: 95%
“…Customers can take several different roles in both use and development depending on the degree of their involvement (e.g., Alam, 2002;Bendapudi and Leone, 2003;Bettencourt, 1997;Bitner et al, 1997;Blazevic et al, 2003;Witell et al, 2011).…”
Section: Degree Of Involvementmentioning
confidence: 99%