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In this paper, the authors design accelerated life test and provide its application in the field of accelerated life test. The authors use maximum likelihood estimation method as a parameter estimation method.

In this paper we design accelerated life test and provide its application in the field of accelerated life test. The authors use maximum likelihood estimation method as a parameter estimation method.

In this study, the authors design accelerated life test under Type-I censoring when the lifetime of test items follows PID and also provides its application in the field of warranty policy. The following conclusion is made on the basis of this study. (1) An inverse relationship is shown between the shape parameter with the expected total cost and expected cycle time, while the shape parameter directly relates to the expected cost rate (see Table 5). (2) A direct relationship is shown between the scale parameter with the expected total cost and expected time cycle, while the inverse relationship is shown with the expected cost rate (see Table 5). (3) An inverse relationship is shown between the replacement age and the expected cost rate, while there are direct relationships between expected total cost and expected time cycle (see Table 5).

This paper is neither published or neither accepted anywhere.

The purpose of this paper is to discuss the process of interaction with the Muslim customers in developing new Islamic financial services in a secular and non-Muslim majority emerging country, India.

Data were collected using a multiple case study methodology in which the service managers of 23 financial service firms and their customers were interviewed. A total of 46 managers and 31 Muslim customers provided data for this paper.

A service firm must interact with its Muslim customers to obtain key input and information for developing new Islamic financial services, particularly in a Muslim minority country. The Muslim customers are willing to work with the financial service firms for the purpose of new service development and are a good source of information for new Islamic financial services.

The paper has implications for the financial service firms interested in achieving growth and prosperity by developing and marketing new services to the growing population of Muslim customers in the emerging markets, particularly India.

The issue of customer interaction in new service development is a key concept in the extant literature, yet no study has explored this concept for the Islamic banking and financial products in a non-Muslim majority emerging market. This is the first paper that has applied the customer interaction in new service development theory to the interaction process of Muslim customers in a non-Muslim majority country and, thus, addressed a worthwhile research gap.

Few research studies have been done to investigate the issue of new service development (NSD) in an emerging market. To address this gap in the literature the aim of this paper is to document a study of the NSD process and the strategy of business‐to‐business financial service firms in India.

The author conducted surveys of 148 multinational service firms operating in India and 126 local and indigenous Indian service firms belonging to the financial services industry.

The findings suggest that significant differences exist between multinational service firms operating in India and local/indigenous Indian firms. That is, service firms belonging to these two varied groups use different strategies to compete in the industry and emphasize different sets of development stages in service innovation.

The analysis has been restricted to one emerging market, i.e. India. This suggests the need for further studies of NSD in other emerging markets of the world.

The findings of this research validate the initial contention that NSD practices vary from company to company, and thus there cannot be a “one size fits all” approach to service innovation. The insights from this study can help service managers to better understand and manage their NSD programs in an emerging market such as India.

To the best of the author's knowledge, this research represents the first attempt to investigate empirically the NSD practices of financial service firms in India.

New service development (NSD) is an important driver of growth, success and wealth of service firms in wide range of industries. Yet, few research studies have been done to investigate the issue of NSD across several geographical regions. The purpose of this paper is to report the results of a comparative cross‐national study of NSD process of financial service firms in Australia and India.

A survey methodology was used to assess and test the similarities and differences in various NSD activities and stages of service firms in the two seemingly different types of markets.

The data suggest that significant differences in NSD exist between the Australian and Indian firms. They emphasize different sets of development stages in developing new services and follow different sets strategies.

The analysis has been restricted to two countries: Australia and India. This suggests the need for further comparative studies of NSD in other cultures/countries.

The findings of this research support the notion that some of the key NSD practices may be common to all countries and cultures whereas others must be adjusted for national variations.

The insights from this study can help service managers from both Australia and India to better understand and manage their NSD programs in a cross‐national context.

Customer interaction in new service development is a key success factor for new services. However, the knowledge about the process and techniques of customer interaction in any Asian and emerging market is limited. Therefore, the purpose of this article is to investigate the process of customer interaction in new service development in an emerging market – India.

The article is based on longitudinal case research involving 24 service firms, in which 48 managers and 24 customers were interviewed and the paper followed the development process of several new service projects in real time.

The research answers several critical questions involved in customer interaction in new service development that include: What are the modes of customer interaction in NSD? What are the stages of customer interaction? Whom a firm shall interact with? What is the role of employees in customer interaction? And what are the pitfalls in customer interaction process?

The results and findings of this study will help managers improve the odds of developing successful new services in the emerging markets.

The research is the first attempt to examine the customer interaction practice of service firms in an emerging market – India. Therefore, it contributes to the extant literature of new service development and innovation.

Few research studies have been conducted to investigate the issue of new service development (NSD) across nations and geographical regions. To address this critique of the literature, the purpose of this paper is to conduct a comparative study of NSD process and strategy in a developed country, Australia and a developing country, India.

The paper conducted surveys of 102 Australian firms and 97 Indian firms operating in the business‐to‐business financial services industry.

The findings suggest that significant differences exist between the Australian and Indian firms. Service firms in both countries use different strategies to compete in the industry and emphasize different sets of development stages in developing new services.

The analysis has been restricted to two countries: India and Australia. This suggests the need for further comparative studies of NSD in other cultures/countries.

The findings of this research validate the initial contention that NSD varies from country to country and thus there cannot be a “one‐size‐fits‐all” approach to NSD. The insights from this study can help service managers from India, Australia and other countries to better understand and manage their NSD programs in a cross‐national context.

To the best of the author's knowledge, this research represents the first attempt to empirically test the similarities and differences in NSD practices of Australian and Indian firms.

Despite the fact that user participation (UP) has been highlighted as an important aspect in innovation, previous findings on its relationship with service innovation performance (SIP) are inconsistent. This study aims to investigate the relationships among UP, knowledge management capability (KMC) and SIP, especially in the digital age, inspired by the theories of knowledge-based and absorptive capacity.

Based on a sample of 252 Chinese e-commerce enterprises, this study adopts a hierarchical regression analysis and bootstrap method to test the theoretical framework and research hypotheses.

UP and KMC have positive effects on SIP, respectively. KMC plays a mediating role in the effect of UP on SIP. Furthermore, the intermediary role of KMC varies in different sub-paths between UP and SIP.

First, this study provides some explanations for inconsistent arguments on the relationship between UP and service innovation. Second, with the consideration of specific dimensions of UP and SIP, the mediation role of KMC varies in different sub-paths has been recognized, which provides a deeper understanding of the relationship between UP and SIP. Third, this study opens the discussion about how to realize SIP more effectively in the digital age, advancing theoretical and practical developments on service innovation.

Only limited attention has been paid to the issue of new service development (NSD) in a cross‐national context. To address this critique of the literature a comparative cross‐national study of NSD strategy and process of financial service firms in Australia and the USA was conducted.

The study employs a cross‐sectional, survey‐based methodology. The US sampling frame included 274 large financial service firms situated in the Northeast region of the USA. The Australian sampling frame consisted of 262 firms situated in the Southeast region of Australia.

The data pattern suggests that the firms in both the countries use different new service strategies to compete in the industry and emphasize different sets of development stages in developing new services.

The analysis has been restricted to two countries: Australia and the USA. This suggests the need for further comparative studies of NSD in other cultures/countries.

The findings of this research support the notion that some of the key NSD practices may be common to all countries and cultures whereas others must be adjusted for national variations. The insights from this study can help service managers from both Australia and the US to better understand and manage their NSD programs in a cross‐national context.

The findings of the research are expected to advance one's understanding of the service innovation process by shedding light on the question of universality of factors and issues that relate to a firm's NSD programs.