Introduction:

New Service Development is a process through which the new service is developed and
introduced in the market. It includes several different steps that should be completed before the
introduction of that service in the market. In this research paper, the New Service Development
has been analyzed across country as how the different cultures of different countries affect the
New Service Development. Several research has shown that the specific culture of the country
influence the New Service Developemt. Further, this influence is directly linked to the factors
crucial for the organization to achieve its mission. A research by (Biemans et al., 2016; Carlborg
et al., 2014; Mendeset al., 2017; Papastathopoulou and Hultink, 2012) and combined result of
multiple scientific studies (Kuester et al., 2013; Storey et al., 2016) established that a numerous
service and organizational features/attributes play their role in establishing New Service
Development and its later success in the market.

Research Gap:

In the past, various researchers have tried to trace out the essential ingredients that help in
success of NSD and mission accomplishment of organization. Despite multiple researches, the
knowledge regarding the success of service development and the role of national culture in it was
limited. Further, only few researches that are available regarding new service development in
firms and across countries also lacking the affect of national culture (Alam, 2006a,2011a; van
der Boor et al., 2014; Reynoso et al., 2015; Thakur and Hale, 2013) . Mostly researchers have
mainly focused on developed countries regarding new service development (Biemans et al.,
2016; Papastathopoulou and Hultink, 2012).

Significance and Contribution:

New Service Development is important for the success of organization in today’s world (Bitner
and Brown, 2008), and will remain a prime concern in the service sector (Ostrom et al., 2015).
The service development is also crucial from the perspective of developing countries (van der
Boor et al., 2014; Reynoso et al., 2015). The combination of different scientific studies of Storey
et al. (2016) stipulate that national culture as per Hofstede’s framework for cross-cultural
communication (Hofstede, 1984) also play a critical role in success regarding service
development. Various researches from different countries have pointed out that national culture
have impact on the new service development and their success factors. The above mentioned
facts points out the need for developing the new service by keeping in mind the cultural context
of the specific countries.

New service development (NSD) is crucial for most firms today (Bitner and Brown, 2008),
and remains a priority in service research (Ostrom et al., 2015). Although service development is
also important for firms in developing countries (van der Boor et al., 2014; Reynoso et al., 2015),
Yet, as the recent meta-analysis of Storey et al. (2016) indicates, national culture, assessed in
terms of Hofstede’s cultural dimensions of individualism, power distance, uncertainty avoidance
and masculinity (Hofstede, 1984) affects the impact of many success factors on NSD
performance. Analysis of data from 210 Mexican and 173 Swedish firms indicates that national
culture does affect the impact of NSD success factors. More generally, the study furthers our
understanding on how NSD success factors are contingent on the context (Kuester et al., 2013).
Instead of comparing service development process characteristics across countries (Alam, 2006a,
2011a), this study demonstrates how cultural factors affect NSD outcomes. The results highlight
the need for cultural awareness when interpreting the findings of NSD research, and applying
this research in the organization of service development. (Significance and Contribution)

Hence, as Storey et al. (2016) point out, there is a clear need to better understand the cultural
contingencies of NSD. The purpose of this paper is to test directly how the impact of NSD
success factors is contingent on national culture. Paper focuses on four important antecedents of
NSD: launch proficiency, customer interaction, process formalization and team empowerment,
and explores how their impact depends on whether the firm is embedded in a structured culture,
marked by low individualism, high power distance, high uncertainty avoidance and high
masculinity. Data on NSD from a wide range of companies in Mexico and Sweden were used to
test these effects. These two countries are nearly complete opposites in terms of Hofstede’s
cultural dimensions and represent a structured and unstructured culture, respectively. This study
complements the meta-analysis of Storey et al. (2016). However, importantly, it contributes by
explaining why one should expect to see differences in the impact of specific success factors
between different cultural contexts, thus providing a more fine-grained explanation for the
effects of cultural context on NSD.
(Research Objective)

Furthermore, the effect of NSD on Culture is contingent on the type of success factor. Firm-
level, impersonal factors related to the firm–customer interaction, such as launch proficiency and
customer interaction, are unaffected by the cultural context. In contrast, factors more closely
related to interaction between individual employees are affected by national culture. When these
factors are congruent with the cultural characteristics, their impact on NSD success and firm
performance is amplified. Accordingly, process formalization has greater impact in a structured
culture, and team empowerment in an unstructured culture. INTRO
To,

Inland Revenue Officer,

Unit-06, Withholding Zone,
RTO, Faisalabad.

Subject: REQUEST FOR ONE DAY LEAVE.

It is respectfully submitted that I have to go to Lahore for my Federal Public Service

Commission screening test (Admission Certificate Attached) . So it is requested that one day

leave for dated: 23.10.2019 may kindly be granted.

Thanking you in anticipation.

Encl: As Above RANA WALEED

Inspector IR