Back
 JSSM  Vol.4 No.2 , June 2011
Factors Impacting Innovation in New Service Offerings
Abstract: Factors that affect the level of innovation in projects to develop new service offerings are analyzed based on field re-search results from 84 service innovation projects. Personal characteristics of developers, process and customer type, and an important characteristic of their organization (i.e., whether or not they possess a strong Lean Six Sigma or simi-lar process improvement orientation) are analyzed. It is shown that, although personal characteristics, process type, or customer type do not affect the level of innovation, organizations with a strong Lean Six Sigma orientation had a lower incidence of radical innovation recommendations.
Cite this paper: nullJ. Maleyeff, "Factors Impacting Innovation in New Service Offerings," Journal of Service Science and Management, Vol. 4 No. 2, 2011, pp. 111-117. doi: 10.4236/jssm.2011.42014.
References

[1]   P. Drucker, “Management Challenges for the 21st Century,” Harper Business, New York, 1999.

[2]   D. L. Rainey, “Sus-tainable Business Development,” Cambridge University Press, Cambridge, 2006. doi:10.1017/CBO9780511617607

[3]   B. Hindo, “Six Sigma: So Yesterday?” Business Week, Vol. 4038, 2007, p. 11.

[4]   F. W. Breyfogle III, “Better Fostering Innovation: 9 Steps that Improve Lean Six Sigma,” Business Performance Management Magazine, Vol. 6, No. 3, 2008, pp. 16-20.

[5]   R. D. Snee and R. W. Hoerl, “Integrating Lean and Six Sigma: a Holistic Approach,” Six Sigma Forum Magazine, Vol. 6, No. 3, 2007, pp. 15-21.

[6]   J. Birkinshaw and S.A. Hill, “Corporate Venturing Units: Vehicles for Stra-tegic Success in the New Europe,” Organizational Dynamics, Vol. 34, No. 3, 2005, pp. 247-257. doi:10.1016/j.orgdyn.2005.06.009

[7]   P. Senge, “Innovating Our Way to the Next Industrial Revolution,” MIT Sloan Management Review, Vol. 42, No. 2, 2001, pp. 24-38.

[8]   C. Prahalad, “In Volatile Times, Agility Rules,” Busi-ness Week, Vol. 4147, 2009, p. 80.

[9]   J. Santos, Y. Doz, and P. Williamson, “Is Your Innovation Process Global?” MIT Sloan Management Review, Vol. 45, No. 4, 2004, pp. 31-37.

[10]   G. Hamel, “Leading the Revolution,” Harvard Business School Press, Boston, 2002.

[11]   J. Birkinshaw, G. Hamel and M. J. Mol, “Management Innovation,” The Acad-emy of Management Review, Vol. 33, No. 4, 2008, pp. 825-845. HU doi:10.5465/AMR.2008.34421969

[12]   G. Hamel, “The Why, What, and How of Management Innovation,” Harvard Busi-ness Review, Vol. 84, No. 2, 2006, pp. 72-84.

[13]   G. Hamel, “The Future of Management,” Harvard Business School Press, Boston, 2007.

[14]   A. Parasuraman, “Service Productivity, Quality and Innovation: Implications for Service-Design Practice and Research,” International Journal of Quality and Service Sciences, Vol. 2, No. 3, 2010, pp. 277-286. HU doi:10.1108/17566691011090026

[15]   P. Vermeulen, “Managing Product Innovation in Financial Services Firms,” European Management Journal, Vol. 22, No. 1, 2004, pp. 43-50. HU doi:10.1016/j.emj.2003.11.012

[16]   L. L. Berry, V. Shankar, J. T. Parish, S. Cadwallader and T. Dotzel, “Creating New Markets through Service Innovation,” MIT Sloan Manage-ment Review, Vol. 47, No. 2, 2006, pp. 56-63.

[17]   S. Pane-sar, T. Markeset, and R. Kumar, “Industrial Service Innova-tion Growth and Barriers,” International Journal of Service Technology and Management, Vol. 9, No. 2, 2008, pp. 174-193. HU doi:10.1504/IJSTM.2008.018434

[18]   S. Vandermerwe, “How Increasing Value to Customers Improves Business Re-sults,” MIT Sloan Management Review, Vol. 42, No. 1, 2000, pp. 27-37.

[19]   J. Devlin, “Adding Value to Service Offerings: The Case of UK Retail Financial Services,” European Journal of Marketing, Vol. 32, No. 11/12, 1998, pp. 1091-1109. HUdoi:10.1108/03090569810243730

[20]   L. P. Carbone and S.H. Haeckel, “Engineering Customer Experiences,” Marketing Management, Vol. 3, No. 3, 1994, pp. 8-19.

[21]   L. L. Berry, L. P. Carbone and S.H. Haeckel, “Managing the Total Customer Experience,” MIT Sloan Management Review, Vol. 43, No. 3, 2002, pp. 85-89.

[22]   J. P. Womack and D. T. Jones, “Lean Consumption,” Harvard Business Review, Vol. 83, No. 3, 2005, pp. 58-68.

[23]   L. A. Bettencourt and A. W. Ulwick, “The Customer-Centered innovation map,” Harvard Business Review, Vol. 86, No. 5, May 2008, pp. 109-114.

[24]   N. Morelli, “Service as Value Co-Production: Reframing the Service De-sign Process,” Journal of Manufacturing Technology Manage-ment, Vol. 20, No. 5, 2009, pp. 568-590. doi:10.1108/17410380910960993

[25]   A. W. Ulwick, “Turn Customer Input into Innovation,” Harvard Business Review, Vol. 80, No. 1, 2002, pp. 91-97.

[26]   J. P. Womack and D. T. Jones, “The Machine that Changed the World,” HarperCollins Publishers, New York, 1991.

[27]   J. P. Womack and D. T. Jones, “Lean Thinking,” Free Press, New York, 2003.

[28]   M. L. Emiliani, D. Stec, L. Grasso and J. Stodder, “Better Thinking, Better Results,” Center for Lean Management, Wethersfield, 2003.

[29]   J. Maleyeff, “Exploration of Internal Service Sys-tems Using Lean Principles,” Management Decision, Vol. 44, No. 5, 2006, pp. 674-689. HU doi:10.1108/00251740610668914

[30]   J. Maleyeff, “Improv-ing Service Delivery in Government with Lean Six Sigma,” IBM Center for The Business of Government, Washington, 2007.

[31]   B. Tjahjono et al, “Six Sigma: A Literature Re-view,” International Journal of Lean Six Sigma, Vol. 1, No. 3, 2010, pp. 216-233. doi:10.1108/20401461011075017

[32]   T. Pyzdek and P. Keller, “The Six Sigma Handbook,” McGraw-Hill, New York, 2010.

[33]   R. W. Hoerl and M.M Gardner, “Lean Six Sigma, Creativity, and Innovation,” Inter-national Journal of Lean Six Sigma, Vol. 1, No. 1, 2010, pp. 30-38. HU doi:10.1108/20401461011033149

[34]   A. Johne and C. Sto-rey, “New service development: A Review of the Literature and Annotated Bibliography,” European Journal of Marketing, Vol. 32, No. 3/4, 1998, pp. 184-251. HUdoi:10.1108/03090569810204526U

[35]   A. Oke, “Barriers to Innovation Management in Service Companies,” Journal of Change Management, Vol. 4, No. 1, 2004, pp. 31-44. doi:10.1080/1469701032000154953

[36]   P. Loewe and J. Dominiquini, “Overcoming the Barriers to Effective Innova-tion,” Strategy & Leadership, Vol. 34, No. 1, 2006, pp. 24-31. doi:10.1108/10878570610637858

[37]   R. Rivas and D. H. Gobeli, “Accelerating Innovation at Hewlett-Packard,” Re-search Technology Management, Vol. 48, No. 1, 2005, pp. 32-39.

[38]   T. Blumentritt and W. M. Danis, “Business Strat-egy Types and Innovative Practices,” Journal of Management Issues, Vol. 18, No. 2, 2006, pp. 274-291.

[39]   A. Parasuraman, V. A. Zeithaml and L. L. Berry, “A Conceptual Model of Ser-vice Quality and Its Implications for Future Research,” Journal of Marketing, Vol. 49, No. 4, 1985, pp. 41-50. HU doi:10.2307/1251430

[40]   R. Johnston, “Internal Ser-vice-barriers, Flows, and Assessment,” International Journal of Service Industry Management, Vol. 19, No. 2, 2008, pp. 210-231. doi:10.1108/09564230810869748

[41]   J. Maleyeff, “Analysis of Service Process Characteristics across a Range Of Enter-prises,” Journal of Service Science and Management, Vol. 2, 2009, pp. 29-35. Hdoi:10.4236/jssm.2009.21004

 
 
Top