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.