New service development through the lens of organisational learning: evidence from longitudinal case studies

Abstract

The paper examines the interest and limits of an organisational learning (OL) model for better understanding the new service development process. Based on the literature linking new service development and OL, the opportunity to use Crossan et al.'s [Acad. Manage. Rev. 24 (1999) 3.] 4I multilevel learning model in studying new service development process is discussed. In order to test the interest and limits of the model, a longitudinal and comparative case study methodology is described, using two cases of new service development process, the restructuring of the nonfood department of a supermarket and the launch of a new retail bank service package. The empirical findings support the overall interest of the 4I OL model, since several actions and loops of learning were observed, such as intuition, interpretation, integration and institutionalisation. These exploratory results encourage further research to study new service development through an OL lens and provide managers with insights for facilitating learning during the new service development process.