A Resource-Process Framework of New Service Development
By Craig M Froehle and Aleda V RothProduction and Operations ManagementMuncie: Mar/Apr 2007. Vol 16 Iss. 2 pg. 169
Objective
To propose a framework that integrates both process and resource oriented literature with managerial perspectives of new service development (NSD) by organizing various practice contructs for NSD-related activities that occur in contemporary service firms.
Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management 17(1) 99-120
Johnson, S. P., L. J. Menor, A. V. Roth, R. B. Chase, 2000. A Critical evaluation of the new service development process in New Service Development, J. Fitzsimmons, M. Fitzsimmons, (eds.), Sage, Thousand Oaks, CA, 1-32
The Resource-Process Framework (RPF)
Resource-Oriented Intellectual
Organizational
Physical
The Resource-Process Framework (RFP) cont.
Process-OrientedDesign
Analysis
Development
Launch
Research
Quantitative and qualitative data were gathered through multiple rounds (4) of interviews and card-sorting exercises with senior managers involved in NSD from organizations across a wide range of service industries.
Two-step method approach
Results
The results appear to be a coherent, organized set of constructs that are useful for thinking about how firms manage their NSD resources and execute their NSD processes.
Conclusion
The study showed including the resource-oriented strategy along with the process-oriented strategy improve and focus the NSD process.
The framework and NSD constructs will prove useful to future researchers.
Service Managers
This framework highlights the importance of resource-building practices concerning NSD.
The impact of resource-oriented practices are strategically vital for many organizations this framework will help managers think differently about their NSD resources, which can only improve their long term capabilities.