The New Service Model a review, a critique and a way forward英文文献.pdfVIP

The Service Industries Journal Vol. 28, No. 6, July 2008, 845–860 The New Service Model: a review, a critique and a way forward Elena P. Antonacopoulou and Efrosyni Konstantinou GNOSIS Research, University of Liverpool Management School, Liverpool, UK (In final form February 2008) The paper contributes to the debate on the New Service Model by focusing on the theoretical and practical implications that it calls for. The discussion seeks to take stock of the development of the idea of product- service integration, which is central to this New Service Paradigm, and provides a review and critique of the key principles that underpin this new business model. It is argued that if the New Service Model is to have longevity and deliver its promise of enhancing organisational growth, then it is critical to develop a strong theoretical account and an equally strong appreciation of the practical implications. Keywords: service; organisational growth; change Introduction The search for ‘excellence’, ‘success’ and ‘competitive advantage’ remains a core theme in management research and is reflective of the ongoing efforts to understand how management practices can contribute positively to organisational performance. Studies of management prac- tices in services and manufacturing have shown that ‘good’ management practices can have a positive impact on operational and business performance (Meyer et al., 1999; Voss, Blackmon, Hanson, Oak, 1995). More recent analysis of management practices continues to reveal the challenges in identifying, adopting and adapting practices that can deliver improved organis- ational performance (Delbridge, Gratton, Johnson, 2006; Leseure, Birdi, Bauer, Denyer, Neely, 2004). Management practices reflect managerial tasks and a