The study explored hypotheses proposing that due to different resource dependencies of the focal firm in three NSD stages (ideation, development, and deployment), customers and partners play different roles in the NSD process. Empirical data were collected from 200 NSD projects, and structural equation modeling was used to test the hypothesized relationships.
The results show that customer value cocreation has a positive effect on ideation performance and development performance, while business partner value cocreation has a positive effect on deployment performance, thus supporting the notion that the contributions of customers and business partners vary across the NSD stages.
Future research may focus on how business partners can be actively involved in the NSD process and how to safeguard different parties’ interests during value cocreation. Longitudinal data may be used to better examine the process dynamics.
new service development