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How companies orchestrate the activities surrounding the development and launch of a new product or service has been shown to have a critical impact on new service performance. Most service companies, including those in the industrial financial sector, have little in the way of a highly developed new service programme. Reports the results of a major empirical investigation of 106 new industrial financial services where the factors which define the new service development process were the primary focus of study. The findings indicate that six basic factors, comprising the technical activities required for design and launch and the type of corporate environments that nurture success, define the service development function for new industrial financial services. Four factors, including the quality of execution of the up‐front activities and of the launch programme, an expert‐driven process and, in particular, a supportive and high‐involvement corporate culture, were shown to have a critical impact on new service success.

What factors lead to success in the development of new businesses services? By synthesising the literature on new goods development and services marketing, the results of a major empirical investigation of new service development in the business‐to‐business services sector are reported. A set of factors that describe new service projects is identified and which factors are responsible for accomplishing different forms of success are shown. Further, the findings speak to managers about how the features that distinguish services from physical goods impact on the successful development of new services. Developing new services that provide clients improved functional and experiential quality, that are innovative and truly superior to competitive offerings, and that benefit from a proficient new service development process, as well as from the unique strengths of the firm are key requirements for creating and marketing winning new services.

This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm’s competences through its dynamic and reciprocal relationship with R&D and product commercialization. Three theories of technology and innovation (the R&D and technological knowledge concept, product‐process concept, technological interdependence concept) are used to relate technology and innovation to strategic management. Based on these theories, this paper attempts to identify the dynamic relationship between product innovation and process innovation using system dynamics by investigating that aspect of the dynamic changes in the closed feedback circulation structure in which R&D investments drive the accumulation of technological knowledge.

The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.