Innovation types and innovation management practices in service companies

Purpose – The purpose of this study is to investigate the different types of innovation that are predominant in companies in the UK services sector, the degree of innovativeness, the practices associated with the pursuit of innovation and their relationship with company performance.Design/methodology/approach – The empirical phase of the study was conducted using a two‐stage process initiated by interviews and completed with mail surveys. Interviews were held with six senior executives of leading service companies in the UK. 214 senior managers of UK service companies were surveyed. The response rate was 47 per cent. Relevant statistical analytical techniques including regressions were used to analyse the data.Findings – Product innovations are emphasized more in telecommunications and financial sectors than in transport and retail sectors while service innovations are emphasized more in retail and transport sectors. Radical and incremental innovations were found to be related to innovation performance. R...

[1]  Jane Owen,et al.  Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges , 2005 .

[2]  Adegoke Oke,et al.  Barriers to innovation management in service companies , 2004 .

[3]  D. Aranda.  Service operations strategy, flexibility and performance in engineering consulting firms , 2003 .

[4]  Thomas R. Rohleder,et al.  Demand and capacity management decisions in services: How they impact on one another , 2002 .

[5]  Mohan V. Tatikonda,et al.  New service development: areas for exploitation and exploration , 2002 .

[6]  Cipriano Forza,et al.  Survey research in operations management: a process‐based perspective , 2002 .

[7]  Adegoke Oke,et al.  Making it happen: How to improve innovative capability in a service company , 2001 .

[8]  P. Papastathopoulou,et al.  An empirically‐based typology of product innovativeness for new financial services: Success and failure scenarios , 2001 .

[9]  Thomas F. Burgess,et al.  Revitalising new process development in the UK fine chemicals industry , 2001 .

[10]  Ulrike de Brentani.  Innovative versus incremental new business services: different keys for achieving success , 2001 .

[11]  S. Brah,et al.  TQM and business performance in the service sector: a Singapore study , 2000 .

[12]  David A. Collier,et al.  An empirical comparison of service matrices , 2000 .

[13]  Mohan V. Tatikonda,et al.  Successful execution of product development projects: Balancing firmness and flexibility in the innovation process , 2000 .

[14]  C. Anthony Di Benedetto,et al.  Pioneering advantages in manufacturing and service industries: empirical evidence from nine countries , 1999 .

[15]  Daniel Lerner,et al.  Quantity and Quality , 1999, Science.

[16]  R. Cooper,et al.  New Product Portfolio Management: Practices and Performance , 1999 .

[17]  Rhian Silvestro,et al.  Positioning services along the volume‐variety diagonal , 1999 .

[18]  Robert Johnston,et al.  Service operations management: return to roots , 1999 .

[19]  Robert G. Cooper,et al.  Product Leadership: Creating And Launching Superior New Products , 1998 .

[20]  Chris Storey,et al.  The Augmented Service Offering: A Conceptualization and Study of Its Impact on New Service Success , 1998 .

[21]  A. Johne,et al.  New service development: a review of the literature and annotated bibliography , 1998 .

[22]  M. Montoya-Weiss,et al.  Critical development activities for really new versus incremental products , 1998 .

[23]  Morgan Swink,et al.  A tutorial on implementing concurrent engineering in new product development programs , 1998 .

[24]  J. Mullins,et al.  New Product Development in Rapidly Changing Markets: An Exploratory Study , 1998 .

[25]  A. Griffin.  PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices , 1997 .

[26]  L. Feldman,et al.  The Role of Salary and Incentives in the New Product Function , 1996 .

[27]  Axel Johne,et al.  Succeeding at product development involves more than avoiding failure , 1996 .

[28]  G. Lynn,et al.  Marketing and Discontinuous Innovation: The Probe and Learn Process , 1996 .

[29]  Kwaku Atuahene-Gima,et al.  Differential potency of factors affecting innovation performance in manufacturing and services firms in Australia , 1996 .

[30]  G. L. Shostack.  Designing Services That Deliver , 1996 .

[31]  R. Cooper,et al.  Benchmarking the Firm's Critical Success Factors in New Product Development , 1995 .

[32]  Faïz Gallouj,et al.  New modes of innovation: How services benefit industry , 1995 .

[33]  G. Barczak.  New product strategy, structure, process, and performance in the telecommunications industry , 1995 .

[34]  Stephen A.W. Drew,et al.  Strategic benchmarking:: innovation practices in financial institutions , 1995 .

[35]  Lars Haglund,et al.  Analysis Planning, Improvisation and Control in the Development of New Services - some Swedisch experiences , 1995 .

[36]  R. Cooper,et al.  What distinguishes the top performing new products in financial services , 1994 .

[37]  Abdul Ali,et al.  Pioneering Versus Incremental Innovation: Review and Research Propositions , 1994 .

[38]  A. Page.  Assessing New Product Development Practices and Performance: Establishing Crucial Norms , 1993 .

[39]  Axel Johne,et al.  Insurance Product Development: Managing the Changes , 1993 .

[40]  S. Edgett.  Developing New Financial Services within UK Building Societies , 1993 .

[41]  M. Wright,et al.  Cases in marketing financial services , 1993 .

[42]  Emil Thies,et al.  Management of technology in service firms , 1991 .

[43]  R. Cooper,et al.  New industrial financial services: What distinguishes the winners , 1991 .

[44]  Curtis P. McLaughlin,et al.  The Different Operations Strategy Planning Process for Service Operations , 1991 .

[45]  Ulrike de Brentani.  Success Factors in Developing New Business Services , 1991 .

[46]  Jean Harvey,et al.  Operations Management in Professional Service Organisations: A Typology , 1990 .

[47]  Ulrike de Brentani.  Success and Failure in New Industrial Services , 1989 .

[48]  G. White,et al.  The Internal Information Systems Function as a Service Operation , 1989 .

[49]  William E. Warren,et al.  Adoption of a Service Innovation: a Case Study with Managerial Implications , 1989 .

[50]  D. Cowell,et al.  New service development , 1988 .

[51]  A. Bryman.  Quantity and quality in social research , 1988 .

[52]  Christopher J. Easingwood,et al.  New product development for service companies , 1986 .

[53]  R. Cooper,et al.  An Investigation into the New Product Process: Steps, Deficiencies, and Impact , 1986 .

[54]  The Status of Marketing in the UK Service Industries , 1985 .

[55]  S. Piereson,et al.  In Search of Excellence: Lessons from America's Best-Run Companies. By Thomas J. Peters and Robert H. Waterman, Jr. New York: Harper & Row, 1982 , 1983 .

[56]  An Exercise in Product Development for the 1980s:: International Cash Management Service , 1983 .

[57]  R. H. Waterman,et al.  In search of excellence : lessons from America's best-run companies , 1983 .

[58]  Robert S. Sullivan,et al.  The service sector: Challenges and imperatives for research in operations management , 1982 .

[59]  John R. Hauser,et al.  Design and marketing of new products , 1980 .

[60]  R. Green,et al.  Innovation in the Service Sector: Some Empirical Findings , 1974 .

[61]  R. Peterson,et al.  Spread of Marketing Innovations in a Service Industry , 1972 .

[62]  L. Cronbach.  Coefficient alpha and the internal structure of tests , 1951 .