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This paper examines companies' resource acquisition for the purpose of new service development. The paper identifies the resources that companies need for B-to-B service development, presents preferred forms of resources access, and discusses reasons for the choice of a specific form of operation. This is accomplished by examining resource acquisition through a qualitative case study. Empirical data for the study comprises of 29 in-depth interviews with management in three case companies that develop business-to-business services. The basic premise for this paper is the view that collaborative service development will benefit the development process and emergence of service innovation because of the variety of resources it provides.
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