KATJA MARIA HYDLE

This study addresses the development of new integrated product–service systems (PSSs). Most empirical research on the organisation of development processes has focussed on new product development, new service development, software development and new business model development in isolation; however, the development of new, complex PSSs that require the integration of these development efforts has received limited research attention. We address this literature gap through a qualitative, in-depth study of five firms operating in the business-to-business context. The findings demonstrate that all new PSS development processes did not implement and use one specific process model. Instead, the organisation of new PSS development processes was contingent upon the type of services to be offered and the target business model. This study proposes a contingency framework for development processes that provides considerable guidance to managers searching for ways to facilitate the processes of developing new PSSs.