Abstract
This paper examines the strategic management of service innovation capabilities within a Luxemburgish Research and Technology Organization (RTO). The authors propose to study the organizational design of this RTO through the lens of a conceptual model built on both literature and empirical-based relationships between new service development (NSD) and the management of resources and competencies mobilized by innovation capabilities. We highlight three key managerial functions for the design of an innovative organization able to propose new sustainable services. This research emphasizes the importance of the management of a service portfolio in order to ensure the coherence between NSD processes, markets and the resource base.KeywordsNew Service DevelopmentService InnovationService PortfolioResearch and Technology Organization
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
