Internal market orientation, the management of NSD multifunctional teams and implications for NSD project success

Boukis, Achilles and Gounaris, Spiros (2016) Internal market orientation, the management of NSD multifunctional teams and implications for NSD project success. In: 23rd Innovation and Product Development Management Conference, 2016-06-12 - 2016-06-14, University of Strathclyde.

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Abstract

The study of the new service development (NSD) processes has been, for more than three decades, one of the major priorities in the field of Marketing (cf. De Brentani, 1995, Papastathopoulou and Hultink, 2012). Nonetheless, in spite of the considerable progress made so far, the extant literature has overlooked a number of issues. Little is known regarding the management of the team that is actually involved in the NSD project and how does this affect the outcome of the project. One such gap concerns the organizational conditions that influence the performance of multifunctional NSD teams in NSD projects (Froehle et al., 200; Zomerdijk, and Voss, 2011). The past research is also replete with empirical studies relying on the key-informant approach, a method subject to significant limitations when it comes to understanding the functioning of NSD teams. As a result, the extant literature remains fairly grey in picturing the differences between different stakeholders’ views regarding how multifunctional NSD teams integrate and work seamlessly to manage NSD projects and deliver the expected outcomes (Crevani, Palm and Schilling, 2011; Bertels, Kleinschmidt and Koen, 2011). Addressing such questions requires identifying a relevant marketing theory that will enable academics to produce a rigorous and relevant theoretical framework upon which the Marketing function will be able to rely in managing the NSD process more successfully.

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