Technology-based new service development process of small-enterprises

Is it only when firms own capital, excess profits, and have established technology base can create new product or service? This case study illustrates how small to medium sized start- ups source and transform knowledge or technology into a new service. Unlike the well established large and matured enterprise, small ventures tend to adjust their business more directly to market. Therefore, two adaptation processes are chosen to demonstrate the responsive and proactive market orientations. But both case are focus on triple helix involvement that consists of government agents, private institutes or firms, and customers. The result indicated that Taiwanese hi tech manufacturing are very competitive and well responding to customer needs which has provided a speedy, highly innovative environment for firms business and survival. On one hand, government funded agents play either a pull or push role in innovative service creation. On the other hand, small enterprise contributes skills and capabilities from various aspects, including distinct ways in sourcing, networking, acquiring, assimilating, and exploitation knowledge and technology in the process. How stakeholders communicate and integrated into co creating technology based new services? The finding of the study can contribute to the existing study gap on little understanding of practical new service development process in high tech small ventures.