Joint service development – the creations of the prerequisite for the service development

Abstract

Purpose -The purpose of this study is to describe how parted or divided service development is carried out, where interactions and cooperation need to take place with other actors in order to create the foundations for the service, in the form of a coherent specification of the extended service concept. Design/methodology/approach -This study builds empirically on an in-depth longitudinal case-study approach using data from a development project within the public transport sector. By the time this study is published, the phase that deals with the development of the system requirements and specifications will be in its final stages, while the next phase -the actual creation of the technology-based systems and the test launch -will have been initiated. Findings -In this study, three important groups of actors were identified. The first group, the information carriers, are the actors from the different organisations participating in the project who possess the important knowledge that should be tapped out and translated. The second group is the translators who are the ones that gather the knowledge from the other actors and interpret and translate this knowledge. In order to make this possible and to facilitate the process, the third group, the supporting actors or facilitators, plays an important role. Originality/value -This study provides an alternative view of new service development from a knowledge transfer perspective, which is in contrast to the highly structured and sequenced models that have characterised most of the existing research on service development.

Knowledge management, social media and employee creativity

“…Actually, there is a reciprocal relation between these three concepts, as the capacity of an organisation to sustain its ability to generate ideas and innovate is predicated on its capacity to learn, expand its knowledge base, and its people sharing their knowledge (Teece, 2007). Thus, in dynamic markets whereby competition and risk intensifies and the product/service life cycles become shorter and shorter, the root to sustainable competitive advantage can only be found in continuous organisational learning, knowledge management (KM) and creativity (Nonaka and Takeuchi, 1995;Gottfridsson, 2012;Sundbo, 2012). Specifically in the growing and highly competitive service sector whereby service innovation can get easily copied, the ability of KM to lead to sustainable performance is even more critical.…”

Stakeholder integration in service innovation - an exploratory case study in the healthcare industry

“…Studies investigate, e.g., the suitability of specific customer and user groups for integration in certain stages of the service innovation process (Alam, 2006(Alam, , 2002Carbonell et al, 2012;Kristensson et al, 2008;Magnusson et al, 2003;Matthing et al, 2006Matthing et al, , 2004Skiba and Herstatt, 2012), suitable methods and benefits of customer integration in new service development (Martin and Horne, 1993;Melton and Hartline, 2010). Further studies examine inter-organisational innovation (Gottfridsson, 2012) or focus on innovation activities with suppliers as another external source for ideas and expertise (Ngugi et al, 2010). Whilst these research initiatives create valuable insights for specific actors in the service system, research considering the co-existence and the interdependence of external stakeholder integration with the internal innovation management of the organisation (Perks and Riihela, 2004) is still scarce: Perks et al (2012) as well as Schleimer and Shulman (2011) contribute with work including the co-existence of collaboration with internal and external stakeholders.…”

Challenges of New Service Development: Case Video-Supported Home Care Service

“…The model should not be viewed purely as a framework for intraorganizational service development, since in real life, the service is often jointly developed with customers (for a review, see Carbonell et al 2009) and partners (Agarwal and Selen 2011). Therefore, a broader view into the NSD process needs to take into account interactions and cooperation between diverse organizational NSD processes (Gottfridsson 2012). As a result of increased awareness about the importance of interorganizational service development, there has recently been growing interest for applying complexity and systems theories to untangle the complexity of the service phenomenon (e.g., Chae 2012).…”