New Service Development and implementation – Action research for a KIBS firm
Pitkänen, Linnea (2022-04-27)
Lataukset:
Pitkänen, Linnea
27.04.2022
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2022042730861
https://urn.fi/URN:NBN:fi-fe2022042730861
Tiivistelmä
Aim - This study answers to the questions of “how to create a new service development pro-cess for a KIBS firm” and “how to implement a new service in a KIBS firm?” The thesis takes a close look at the creation and implementation of a KIBS firm’s service development process.
Framework - The study covers the New Service Development (NSD) and Knowledge Intensive Business Services (KIBS) literature. The main focus is on the NSD process and its implementa-tion.
The NSD section summarizes the four-step process of developing new services and the KIBS section covers key characteristics of Knowledge Intensive Business Services. The model de-rived from the literature combines these key theories into a nine-point entity in which the NSD process is created, implemented, and maintained utilizing the four KIBS characteristics. The model is used to analyze the empirical section and to present the main findings of the study.
Methodology - The empirical section of the study is a single case examining an entrepreneur-ial society operating under the biggest university in Finland and the city of Helsinki. The quali-tative data analysis is carried out with a theory-driven content analysis and the data consist of three interviews and workshop feedback questionnaire answers. The study utilizes the action research method and is exploratory in nature.
Findings - The findings of the study revealed eight aggregate classifications that summarize the creation and implementation of the NSD process at the KIBS firm. The NSD process is created in the case company by Designing the NSD process by identifying the need for struc-tured services for defined customer segments, Project authorization & analysis and benchmark-ing existing practices, Internal and external development through training and marketing ef-forts and Rapid launch to gain user feedback for further development maintained by manage-ment.
In addition, during the development phase of the process, enhancing cooperation with the head organization and the effective allocation of internal resources were seen as crucial. The implementation of the process is concluded with Accumulation of knowledge and service readiness with “learning by doing” training, Enhancing process innovation and innovation cul-ture, Service-related collaboration with internal and external partners and Internal co-creation for service refinement.
Conclusion – The thesis is concluded with theoretical and managerial implications and sug-gestions for further research around the topic. The managerial implications focus specifically on the means of managing NSD processes, and further research is proposed in relation to the operations of entrepreneurial societies. Finally, the limitations of the study are presented.
Framework - The study covers the New Service Development (NSD) and Knowledge Intensive Business Services (KIBS) literature. The main focus is on the NSD process and its implementa-tion.
The NSD section summarizes the four-step process of developing new services and the KIBS section covers key characteristics of Knowledge Intensive Business Services. The model de-rived from the literature combines these key theories into a nine-point entity in which the NSD process is created, implemented, and maintained utilizing the four KIBS characteristics. The model is used to analyze the empirical section and to present the main findings of the study.
Methodology - The empirical section of the study is a single case examining an entrepreneur-ial society operating under the biggest university in Finland and the city of Helsinki. The quali-tative data analysis is carried out with a theory-driven content analysis and the data consist of three interviews and workshop feedback questionnaire answers. The study utilizes the action research method and is exploratory in nature.
Findings - The findings of the study revealed eight aggregate classifications that summarize the creation and implementation of the NSD process at the KIBS firm. The NSD process is created in the case company by Designing the NSD process by identifying the need for struc-tured services for defined customer segments, Project authorization & analysis and benchmark-ing existing practices, Internal and external development through training and marketing ef-forts and Rapid launch to gain user feedback for further development maintained by manage-ment.
In addition, during the development phase of the process, enhancing cooperation with the head organization and the effective allocation of internal resources were seen as crucial. The implementation of the process is concluded with Accumulation of knowledge and service readiness with “learning by doing” training, Enhancing process innovation and innovation cul-ture, Service-related collaboration with internal and external partners and Internal co-creation for service refinement.
Conclusion – The thesis is concluded with theoretical and managerial implications and sug-gestions for further research around the topic. The managerial implications focus specifically on the means of managing NSD processes, and further research is proposed in relation to the operations of entrepreneurial societies. Finally, the limitations of the study are presented.