2004
DOI: 10.1016/s0148-2963(02)00272-2
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Learning during the new financial service innovation process

Abstract: People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the author… Show more

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Cited by 160 publications
(172 citation statements)
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References 105 publications
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“…In the later stages of the development process, communication became more formal for the coordination of technical and commercial aspects. This is in line with a proposed classification within innovation research (Souder and Moenaert, 1992;Hauptman, 1986;Blazevic and Lievens, 2003): innovative versus coordinative communication.…”
Section: New Mobile Service Development 131supporting
confidence: 87%
“…In the later stages of the development process, communication became more formal for the coordination of technical and commercial aspects. This is in line with a proposed classification within innovation research (Souder and Moenaert, 1992;Hauptman, 1986;Blazevic and Lievens, 2003): innovative versus coordinative communication.…”
Section: New Mobile Service Development 131supporting
confidence: 87%
“…In addition, companies can develop new markets and increase their market share through implementing environmental practices [39,74]. As a long-term operational objective, improved non-financial performance may be manifested by increased customer loyalty, new customers, and an enhanced image and reputation of a firm [67,73,75]. Chen [6,18] proposed that companies who are pioneers in green innovation will gain the "first-mover advantage," i.e., higher product prices, an improved corporate image, new market opportunities, and competitive advantages.…”
Section: Firm Performancementioning
confidence: 99%
“…Firm performance inquired about financial and non-financial performance of the company, and eight items were drawn from Chen et al [67], Blazevic and Lievens [75], and Avlonitis et al [84]. Financial performance was measured by market share, sales, and profitability.…”
Section: Firm Performance (Fp)mentioning
confidence: 99%
“…During the learning processes, members interact with each other so that their current knowledge and new knowledge can be effectively transferred, exchanged, and recombined so as to form the organizational intelligence. A higher capability and degree of organizational learning not only results in a higher degree of responses to the environment, but also is beneficial of organizational developments including new product developments and organizational performance (Blazevic & Lievens, 2004;Atuahene-Gima & Murray, 2007).…”
Section: Introductionmentioning
confidence: 99%