Product development for services

Meyer, Marc H.; DeTore, Arthur

doi:10.5465/ame.1999.2210315

Cited by 57 publications

(75 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Like OM in manufacturing operations, service operations management constitutes designing, operating and improving the productive systems of the organisation [77]. On the one hand, service operations management covers principles that were traditionally developed for manufacturing, thus stemming directly from OM [see, for example, 12,7,41]. On the other hand, concepts, tools and techniques have been specifically developed for the field of service operations [see, for example, 28,34,43,78].…”

Section: Operations Management In Servicesmentioning

confidence: 99%

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

2008

View full text Add to dashboard Cite

Practical implementation of notions such as patient-orientation, clientcentredness, and demand-driven care is far from straightforward in care and service supply to elderly clients living independently. This paper aims to provide preliminary insights into how it is possible to bridge the gap between policy intent, which reflects an increasing client orientation, and actual practice of care and service provision. Differences in personal objectives and characteristics generate different sets of needs among elderly clients that must have an appropriate response in the daily routines of care and service providers. From a study of the available literature and by conceptual reasoning, we identify several important operational implications of client-oriented care and service provision. To deal with these implications the authors turn to the field of operations management. This field has deepened the understanding of translating an organisation's policy into daily activities and working methods. More specifically, we elaborate on the concept of modularity, which stems from the field of operations management. With respect to elderly people who live independently, this concept, among others, seems to be particularly useful in providing options and variation in individual care and service packages. Based on our line of reasoning, we propose that modularity provides possibilities to enhance the provision of demand-based care and services. 123Health Care Anal (2009) 17:68-84 DOI 10.1007 Furthermore, our findings offer direction on how organisations in housing, welfare and care can be guided in translating demand-based care to their operational processes.

show abstract

Section: Operations Management In Servicesmentioning

confidence: 99%

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

2008

View full text Add to dashboard Cite

show abstract

“…If this capability is to make a significant contribution to corporate performance, strategic factors contributing to NSD speed and effectiveness must be more rigorously understood and better implemented. Thus, based on these considerations, as well as the theoretical foundations discussed earlier, this study empirically examines the influence of three fundamental service design elements (Meyer and DeTore 1999) on NSD effectiveness. These strategic operations choices include (a) the relative sophistication of the firm's IT infrastructure, (b) the degree to which the service incorporates NSD cross-functional teams in the firm's organizational structure, and (c) the level of formalization of the firm's NSD process.…”

Section: Motivation: Strategic Role Of Nsdmentioning

confidence: 99%

“…Previous research on goods-oriented new product development provides useful guidance for determining which strategic choice variables are likely to affect NSD (Meyer and DeTore 1999;Nie and Kellogg 1999;Sundbo 1998). The primary goal of this exploratory study is to assess, at the most general level, the following question: What is the impact of theory-based, strategic operations choices on the speed and effectiveness of a firm's NSD efforts?…”

mentioning

confidence: 99%

“…When considering the speed and effectiveness of these development processes, more contemporary research has similarly suggested that two strategic choices have significant impact on product development outcomes, namely, (a) the design of the NSD process (Edvardsson, Haglund, and Mattsson 1995;Scheuing and Johnson 1989;Terrill 1992;Voss et al 1992) and (b) the firm's organizational structure (Olson, Walker, and Ruekert 1995;Terrill 1992), such as the use of cross-functional development teams or dedicated innovation functions (Sundbo 1998). More recently, Meyer and DeTore's (1999) case-based research developed a framework for NSD anchored on three critical elements, namely, multidisciplinary teams, highly specified processes, and computer systems technology.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Antecedents of New Service Development Effectiveness

Froehle

Roth

Chase

et al. 2000

Journal of Service Research

200

View full text Add to dashboard Cite

This article examines the strategic process of new service development (NSD). The authors empirically explore the strategic influence of team-based organizational structure, NSD process design, and information technology (IT)choicesService businesses are vital to the economies of industrialized countries, as they represent the sector with the highest growth in gross domestic product. Yet, many services face hypercompetitive environments (D'Aveni 1994) and, as a result, are in a constant state of flux. Sustaining competitiveness in dynamically changing markets is difficult. Rapid technological advancement, coupled with globalization, is rapidly making service offerings obsolete and changing both the product content and distribution channels. These factors, in turn, create a constant churning of customer requirements and increasing qualifications for service viability.Given these service industry dynamics, how new services are developed and launched is becoming increasingly important to the competitiveness and growth of service organizations (Fitzsimmons and Fitzsimmons 1999). Unfortunately, the impact of strategic operations choices on the firm's capacity for swift and effective new service development (NSD) is not well understood. Service operaWe thank two anonymous referees and the editor for their valuable comments during the revision process. tions management would indeed benefit from an enriched understanding of the NSD process, as it may be distinctive from manufacturing-based new product development (Fitzsimmons and Fitzsimmons 1998;Johne and Storey 1998;Menor 2000). Previous research on goods-oriented new product development provides useful guidance for determining which strategic choice variables are likely to affect NSD (Meyer and DeTore 1999; Nie and Kellogg 1999; Sundbo 1998). The primary goal of this exploratory study is to assess, at the most general level, the following question: What is the impact of theory-based, strategic operations choices on the speed and effectiveness of a firm's NSD efforts?Although grounded in service operations strategy, marketing and strategy research also support the selection of these operations choices. Through a synthesis of earlier studies, Miller (1986) hypothesized a strategic configuration he refers to as the "innovative differentiator." Strategically innovative firms resembling this configuration rely on open and informal communication systems, intense collaboration, and organic organizational structures to rapidly adapt to new environments (i.e., markets) and introduce novel products and services. When considering the speed and effectiveness of these development processes, more contemporary research has similarly suggested that two strategic choices have significant impact on product development outcomes, namely, (a) the design of the NSD process (Edvardsson, Haglund, and Mattsson 1995;Scheuing and Johnson 1989;Terrill 1992; Voss et al. 1992) and (b) the firm's organizational structure (Olson, Walker, and Ruekert 1995;Terrill 1992), such as the use of cross-fun...

show abstract

“…Sundbo (1994) was one of the first to investigate how modularisation can support service innovation, since then publications concerning similar fields of research have followed. Notable publications include Menor et al (2002), Meyer & DeTore (1999, 2001, Pekkarinen & Ulkuniemi (2008), Voss & Hsuan (2009) and Bask et al (2010). More than ten years ago, Menor et al (2002) defined the field as an important area for service innovation.…”

Section: Service Platforms and Architecturesmentioning

confidence: 99%

Towards a framework for modular service design synthesis

2016

View full text Add to dashboard Cite

Abstract:This paper seeks to improve the understanding of how service-based companies can benefit from developing and delivering service offerings from a standardised core of service modules, which are organised through a service architecture.Research within the field is relatively sparse and there is scope for an explicit definition of elements related to the development of modular service platforms and architectures. A study of existing literature, combined with a comprehensive case study in a global engineering consultancy, has created the basis for development and evaluation of the conceptual model for modular service design synthesis presented in this paper. The case study is based on internal documentation and a high level of interview data. Inductive research methods have been used for the analysis. The presented conceptual model defines three suggested dimensions (Market Segmentation, Service Roadmap and Service Architecture Layout) to be included in development of modular service platforms and architectures. Testing indicates a significant standardisation potential for service configuration across service families. Our understanding is 3 that the approach can increase strategic flexibility and adaptability to changes in a quick evolving service market. The empirical part of this paper is exploratory in nature and is limited to one provider of high-end engineering consultancy services. Thus, further research will be needed to verify the aspects of the presented methodology to allow a further generalisation of our findings.Nevertheless, this paper contributes to the emerging literature on service modularity by presenting a specific operational approach for description and utilisation of modular service platforms and architectures.

show abstract

Product development for services

Cited by 57 publications

References 0 publications

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

Antecedents of New Service Development Effectiveness

Towards a framework for modular service design synthesis

Contact Info

Product

Resources

About