New service development (NSD) literature is void when it comes to the drivers that explain the NSD
team’s ability to successfully deliver the new service. We develop a conceptual framework suggesting that
the adoption of internal market orientation (IMO) influences the dynamics of the NSD team, which in turn
impact on its performance by allowing the team to better use the kind and amount of resources the
management allocated in the NSD effort. We test this framework against 116 NSD managers and 543
NSD team members. The results demonstrate the importance of adopting IMO as a nomological
antecedent to the NSD team’s ability to successfully deliver the new service. We produce fresh insights of
the importance the management of the NSD team for new service success and the profound impact of
IMO adoption, laying the ground for HR to form strong bridges with marketing