Managerial Perceptions of Labor-Management Cooperation

Using data from a survey of executives in charge of the labor relatins or human resource management funciton ar large U.S. corporations, athe authors to test the hypothesis of some unionists that management's perception of a cooperative relationship with the union is one in which the unions are pasive, willing to make concessions. and Satisfied with little or no role in the decision-making process. We find, as have others, that those managers who are most likely to view their relationship with the union as cooperative are those who also peceive the smallest role for unions in the decision-making process.     

Sectoral Heterogeneity in New Service Development: An Exploratory Study of Service Types and Success Factors

The service industry is of fundamental relevance for the economies of industrialized countries, as the service industry produces the highest growth in the gross domestic product. In this regard, new service development (NSD) represents a critical resource for competitive survival and a decisive factor of growth in the service industry. However, service firms across many industries are increasingly faced with the challenge of determining how best to manage their development of new service offerings. Although researchers have shown growing interest in NSD issues, this area is still underutilized. Furthermore, although the heterogeneity of the service industry has been emphasized for years, the current body of research on NSD mainly focuses on specific service environments, providing data that are often not comparable across different service sectors. Additionally, there is no study to date that comprehensively examines innovation activities and the relevance of service innovations’ success factors within different service industries. The aim of this exploratory study is to establish a more balanced picture of the nature of innovation activities in terms of NSD characteristics and success factors in the heterogeneous service industry. From this perspective, this paper begins with an examination of the factors that contribute to the success of NSD. Based on a meta‐analysis of new service success factor studies, 17 different success determinants are classified and aggregated to service‐related success determinants. Subsequently, a cluster analysis of 1016 service companies is used to identify different service innovation types. For the service sector, four service innovation types are determined: efficient developers, innovative developers, interactive adopters, and standardized adopters. Furthermore, based on interviews with service innovation managers, the previously identified success factors are examined for each innovation type using a standardized survey. Finally, based on the results of this exploratory study, the paper concludes with recommendations for NSD management and research propositions for each service innovation type. These propositions support innovation managers to successfully manage service innovations for the innovation type they are operating in.     

新服务开发的发展趋势研究

新服务开发已成为企业和社会关注的焦点,与企业的热情相对照,实践中新服务开发的效果却令很多企业失望。文章对新服务开发的发展趋势进行探讨,以期为企业提供实践的参考方向。     

Managerial Perceptions of Works Councils’ Effectiveness in the Netherlands

Although works councils have, by and large, equally extensive legal rights in Germany and the Netherlands, this is the first econometric analysis that investigates the influence of Dutch works councils on firm performance. We use a nationwide Dutch dataset with information on management’s perceptions of the works council’s impact on their establishments’ efficiency and innovation. Inspired by the German study of Jirjahn and Smith (2006, Industrial Relations 45:650–80), we analyze which determinants influence management’s attitude toward employee participation in the Netherlands. Owing to the specifics of our data, we are able to additionally include variables that measure the interaction between management and worker representatives. We establish a preponderant influence emanating from the works council’s role attitude and management’s leadership style.     

Perspective: Changing Product Development Strategy—A Managerial Challenge

By changing its product development strategies to match more closely the wants and needs of the marketplace, a firm can transform product development into a formidable competitive weapon. Just as formidible, however, is the effort that this transformation requires. Established organizational structures and corporate politics present significant barriers to acheiving fundamental changes in product development strategy. Christer Karlsson and Pär Åhlstrom present a case study of one firm's efforts to build capabilities for creating new products quickly and efficiently. Rather than focus on the content of the firm's product development strategies, however, they emphasize the process this electromechanical manufacturing firm used for changing its product development strategy. Drawing on their experiences as clinical researchers in this effort, they describe key lessons learned during the change process, and they offer suggestions for managing the process of changing product development strategy. They highlight five key lessons learned during the strategy development process. First, rather than viewing product development as a line function, a firm should view product development as a key executive area with responsibility for the company's competitive position. Second, market issues are the responsibility, not only of marketing, but also of product development and production. Third, to avoid corporate myopia, management control systems must consider not only time and money, but also acheivement of goals. Fourth, strategic planning flows more smoothly if the participants start by mapping the firm's past and present position before attempting to define the desired position. Finally, formulation of a product development strategy is the responsibility of a multifunctional team of executives. Managers should keep a few rules in mind when devising a process for formulating a product development strategy. First, adopt a learning strategy throughout the change process. Formulation of a product development strategy involves many abstract concepts, and a successful strategy requires cross-functional consensus. Second, combine tangible, direct activities with long-term strategic aims. Third, avoid the pitfall of best practice. The form that the product development organization takes depends, to a great extent, on the type of development work. Finally, before discussing future strategies, the strategy formulation process should focus on analyzing the current situation.     

The Augmented Service Offering: A Conceptualization and Study of Its Impact on New Service Success

Unlike companies that produce tangible goods, service firms typically cannot rely on product advantage as a means for ensuring the success of a new service. Developing a competitive response to a tangible product may require significant investments of time and effort. In many cases, however, competitors can easily duplicate the core elements of a firm's new service. This fundamental difference between new products and new services means that managers who hope to find the keys to new-service success must look to factors other than sustainable product advantage. Chris Storey and Christopher Easingwood suggest that managers must understand the totality of the service offering from the customer's perspective. They explain that the purchase of a service is influenced not only by the service itself, but also by such factors as the service firm's reputation and the quality of the customer's interaction with the firm's systems and staff—in other words, by the augmented service offering (ASO). Using the results of a study they conducted in the consumer financial services industry in the U.K., they identify the components of the ASO, and they examine the relative contributions of these components to the success of new services. In their model, the ASO comprises three elements: the service product, service augmentation, and marketing support. The core of the ASO—the service product—includes such dimensions as product quality, product distinctiveness, and perceived risk. The study's results suggest that improvements in the service product open up new opportunities for the firm, but have only modest effects on sales and profitability. Rounding out the ASO model are service augmentation and marketing support. Service augmentation encompasses such dimensions as distribution strength, staff-customer interactions, and reputation. The customer recognizes and responds to these elements of the ASO, but they are not part of the product core. Marketing support involves those marketing and management actions that affect the quality of the product and its augmentation, even though customers typically are not aware of them. These elements include knowledge of the marketplace, training of contact staff, and internal marketing. Enhanced service augmentation has significant effects on profitability and sales for the firms in this study, but it does not offer enhanced opportunities. The marketing support elements contribute significantly to all aspects of performance for the firms in this study.     

A Comparison of New Service versus New Product Development: Configurations of Collaborative Intensity as Predictors of Performance

Collaboration among firms for innovation has received considerable attention. However, little is known about how firm‐to‐firm collaboration is configured in new service development (NSD) versus new product development (NPD). This study takes a multidimensional approach and measures firm‐to‐firm collaboration on different intensity dimensions of (1) processes (mutual communication, joint engagement, sharing responsibilities) and (2) ownership (relationship commitment and mutual trust). By showing that the phenomenon of collaboration is multifaceted, this study is able to knit a more comprehensive and cohesive understanding of the differences between NSD and NPD success as the result of different patterns of collaboration. Specifically, it utilizes survey data collected from 194 alliances to substantiate how NSD and NPD differ on these collaborative dimensions and then explores their impact on NSD versus NPD performance. The findings suggest that collaboration between firms in NSD is configured and works differently than collaboration between firms in NPD. The results further show that there is a stronger, positive relationship of intensity levels of joint engagement among firms involved in product development and performance than when a new service is developed. However, the intensity of mutual trust has a stronger, positive relationship with development performance when a new service is developed than when a new product is developed. Implications are discussed, and suggestions for future research are given.     

The Effects of Brand Strategy and Technological Uncertainty on Pioneering Advantage in the Multigenerational Product Market

This research investigates how brand strategy and technological uncertainty influence the order‐of‐entry effects for a previous generation pioneer in the successive generation. The findings of our longitudinal experiment reemphasize the importance of continuous pioneering, demonstrating that consumers exhibit a strong preference for a previous generation pioneer's product when it continues to pioneer the successive generation. More importantly, the findings indicate that continuous pioneering with a new brand leads to greater brand preferences when technological uncertainty is high. This is because in that condition, consumers perceive greater innovativeness with a new brand than with the extant one. On the other hand, an extant brand increases consumer brand preferences for a previous generation pioneer's product in the successive generation when technological uncertainty is low. The theoretical and practical implications of the results for understanding and managing pioneering advantage and brand strategy in the multigenerational product markets are discussed.     

New Product Development For Service Companies

It is well known that services differ from manufactured goods in a number of significant ways. Services are largely intangible, produced and consumed simultaneously, heterogeneous and perishable. These differences can lead to changes in service management. Christopher J. Easingwood has investigated how new products development practices in service organizations may reflect these differences. He has profiled practices found in a sample of service companies in the United Kingdom on topics ranging from idea generation to post-launch assessment, together with the strategic role and organizational location of new products. A number of special characteristics of the new product activity in services companies are identified. For instance, the number of new product introductions may be restricted due to customer and staff confusion when faced with a proliferation of service products. Test markets are used primarily to ensure the proper functioning of the service rather than to provide a base for a national sales projection. These and other characteristics appear to be appropriate adaptations to the special features of services. They are part of a pattern that shows some of the ways that service companies have adapted the new product development process to meet unique problems in the service environment.     

Customer Involvement in New Service Development: An Examination of Antecedents and Outcomes*

Customer involvement has been recognized as an important factor for successful service development. Despite its acknowledged importance, a review of the literature suggests that there is little empirical evidence about the effectiveness and outcomes of interacting with customers while developing new services. Similarly, the extant literature shows mixed views about the effect of technological uncertainty on customer involvement and the effectiveness of customer involvement at different stages of the new service development process. Against this backdrop, the present study has three objectives: (1) to investigate the effects of customer involvement on operational dimensions (i.e., innovation speed and technical quality) and market dimensions (i.e., competitive superiority and sales performance) of new service performance; (2) to examine the effect of technological novelty and technological turbulence on customer involvement; and (3) to explore the moderating effect of the stage of the development process on the relationships among technological novelty, technological turbulence and customer involvement, and customer involvement and new service performance. A total of 807 firms with 75 or more employees in a varied set of industries were selected from the Dun & Bradstreet's 2004 listing of Spanish service firms. A questionnaire was mailed to the person in charge of new service development at each company. A total of 102 complete questionnaires were returned. Findings reveal that whereas customer involvement has a positive direct effect on technical quality and innovation speed, it has an indirect effect on competitive superiority and sales performance through both technical quality and innovation speed. The study also finds a positive effect of technological novelty as well as technological turbulence on customer involvement. Contrary to expectations, the study does not find any moderating effects of the stage of the development process. This study has several theoretical and managerial implications. In terms of theoretical implications, the study supports the role of technological uncertainty (novelty and turbulence) as an antecedent to customer involvement. It also provides empirical evidence of the impact of customer involvement on operational and market dimensions of new service performance. In terms of managerial implications, the study offers critical insights on how customer involvement in new service development translates into improved new service performance. Furthermore, it reveals that the importance of customer involvement in technologically uncertain contexts and its impact on new service performance are independent of the stage of the development process, suggesting that managers should involve customers throughout the entire development process.     

Sources of Durable Competitive Advantage in New Products

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.     

管理腐败新特征与国有企业改革新阶段

本文在分析国有企业管理腐败一般表现的基础上，认为国有企业管理腐败呈现出从以侵吞国有资产为主的国有企业领导人个人腐败逐渐减弱、以行政垄断腐败为主的国有企业群体腐败日益严重的新特征。本文进一步提出，相对以前单纯以改善国有企业效率为改革目标的国有企业改革而言．现在必须强调在打破行政性垄断的前提下改善国有企业效率，我国进入了一个以解决垄断性产业改革问题为核心的国有企业改革新阶段。     

Marketing's Influence Tactics in New Product Development: A Study of High Technology Firms in China

It has been widely recognized that marketing's interaction with other functional departments (e.g., R&D) has significant impact on new product success. However, little research addresses how marketing actually behaves in the process of new product development (NPD). Drawing upon marketing, product innovation, and organizational buying literatures, this study contributes to the literature by delineating the types of influence tactics adopted by marketing and investigating how the use of these tactics affects marketing's influence on NPD decisions. Data on 128 new product projects from 114 high technology firms in China were collected from R&D perspective via on‐site interviews. The findings indicate that, from the R&D's perspective, both marketing and R&D seem to have equivalent influence on new product decisions. In terms of usage frequency, the most frequently used influence tactics by marketing are persistent pressure, information exchange, and recommendation (i.e., use of rational logic). Coalition formation (e.g., seeking the support of peers) and upward appeal (i.e., seeking support from superiors) tactics are moderately used. The less frequently used tactics are legalistic plea (i.e., use of rules and regulations) and request. Regarding the effectiveness of influence tactics, the results indicate that persistent pressure, information exchange, and coalition formation lead to higher marketing influence in NPD decisions. However, the use of an upward appeal tactic leads to lower marketing influence. Recommendation, legalistic plea and request tactics are unrelated to marketing's influence. Our results also show that the efficacy of marketing's influence tactics is contingent upon the degree of functional interdependence in the NPD stages and the degree of interdepartmental conflict. Information exchange and coalition formation tactics are more effective at the initiation stage of the NPD process whereas legalistic plea and persistent pressure are more effective at the implementation stage. We further find that legalistic plea is more effective but coalition tactic is less effective when the degree of interdepartmental conflict is higher. Findings of this study provide managers responsible for ensuring market‐oriented NPD with a better understanding of how the influence of marketing in the NPD process may be enhanced. Given our focus on Chinese firms, they also suggest that managers need to be sensitive to the cultural context of marketing influence.     

New Service Development: An Analysis of 27 Years of Research *

This study examines the state of the art in new service development (NSD) research published in the period between 1982, when the first NSD article appeared in an academic journal, and 2008. First, a multisource search was conducted, which resulted in the identification of 145 NSD‐related articles. Then, a content analysis was performed of these articles using multiple classifier variables with regard to general publication characteristics, focus of the research, and the research methodology that was employed. By examining the results, a number of developments in and patterns of scholarly research in NSD are revealed. More specifically, it appears that the greatest attention in the early writings was on a narrow set of NSD topics like critical success factors and the NSD process, which were predominantly investigated through large‐scale surveys with single respondents in the U.S., Canadian, and U.K. financial services industry. The analytical techniques that were used at that time were rather simple. In contrast, in recent NSD works there is an expansion of research topics (such as customer involvement and the organization of NSD) that are increasingly investigated in high‐tech service industries in Europe through qualitative research designs. Also, multiple respondent studies have started to appear in NSD investigations, while analytical techniques have also become more advanced. This pattern clearly uncovers signs of increasing maturation for the NSD discipline. In addition, some underresearched areas are identified, leading to suggestions for future research into this growing and important field.     

Managing Supplier Involvement in New Product Development: A Multiple‐Case Study*

Existing studies of supplier involvement in new product development have mainly focused on project‐related short‐term processes and success factors. This study validates and extends an existing exploratory framework, which comprises both long‐term strategic processes and short‐term operational processes that are related to supplier involvement. The empirical validation is based on a multiple‐case study of supplier collaborations at a manufacturer in the copier and printer industry. The analysis of eight cases of supplier involvement reveals that the results of supplier–manufacturer collaborations and the associated issues and problems can best be explained by the patterns in the extent to which the manufacturer manages supplier involvement in the short term and the long term. The results of this study reveal that the initial framework is helpful in understanding why certain collaborations are not effectively managed yet conclude that the existing analytical distinction among four different management areas does not sufficiently reflect empirical reality. This leads to the reconceptualization and further detailing of the framework. Instead of four managerial areas, this study proposes to distinguish between the strategic management arena and the operational management arena. The strategic management arena contains processes that together provide long‐term, strategic direction and operational support for project teams adopting supplier involvement. These processes also contribute to building up a supplier base that can meet current and future technology and capability needs. The operational management arena contains processes that are aimed at planning, managing, and evaluating the actual collaborations in a specific development project. The results of this study suggest that success of involving suppliers in product development is reflected by the firm's ability to capture both short‐ and long‐term benefits. If companies spend most of their time on operational management in development projects, they will fail to use the leverage effect of planning and preparing such involvement through strategic management activities. Also, they will not be sufficiently able to capture possible long‐term technology and learning benefits that may spin off from individual projects. Long‐term collaboration benefits can only be captured if a company can build long‐term relationships with key suppliers, with which it builds learning routines and ensures that the capability sets of both parties are aligned and remain useful for future joint projects.     

机遇利用的定量分析研究

机遇可以使人们实现正常情况下难以实现的目标或获取超常收益，然而机遇是与不确定性联系在一起的，利用机遇一项风险决策。要利用机遇争取发展，必须对机遇进行科学考察和分析，本文提供了对机遇进行定量分析的程序和方法，包括发现有利形势、分析机遇时空分布、价值评估与投入策略等等。本文认为机遇收益与风险损失具有非对称性，主要由社会主体信息占有率和应变能力决定。