Although the industrial service sector represents an increasingly important sector in the economy, only a tiny fraction of research has probed the secrets of how new industrial service processes are structured. Reports the results of two case studies of internal producer services in firms to develop a new pump and to upgrade existing test facilities. By using a qualitative, interpretative data collection method, quality elements, representing underlying quality dimensions, were elicited from unrestricted verbal materials produced by participant actors in the development process. Elements were then modelled as quality blueprints depicting the structural aspects of how different kinds of qualities were contributed by actors. Based on empirical case data, two types of elements were distinguished. Core dimensions, which had to be met for the project to succeed, were classified as defining elements. Remaining elements, which were seen as consequences, were termed derived. Argues that, by using qualitative blueprints, management can become more aware of different quality dimensions connected with industrial development work and is able to allocate resources according to set priorities. Finally, draws some tentative conclusions regarding the “underground” character of initial development work, the high dependence on external competence and the similar stages of the developing process.
International Journal of Service Industry Management – Emerald Publishing
Published: Mar 1, 1993
Keywords: Data capture; Industry; Product development; Services marketing
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