The management of the New Service Development (NSD) process remains a key research priority for service organizations. As a diverse mix of team members with different skills, perspectives and backgrounds participate in development teams and close collaboration is required among them, conflicts are likely to arise among team members. Different team members perceive conflict episodes in a different way and often embrace different conflict management behaviours and orientations (e.g. competing, avoiding) to deal with them. This study recognises NSD team as a complex system, through which individual members’ conflict management style choices enable team developmental dynamics, which sequentially lead to intragroup conflict resolution. Although a lot of work exists around the role of individual members’ conflict management styles, little research scrutiny is attracted on how teams solve intragroup conflicts and even limited empirical evidence is available regarding the linkages between individual and team factors can contribute to resolve intragroup conflicts. The present study taking under consideration the causal complexity, asymmetry and idiosyncratic nature of NSD conflict resolution, utilizes Complexity theory and leverages the advantages of fs/QCA in order to shed light on the NSD intragroup conflict resolution. Data was collected from employees in several service industries such as advertising, financial, insurance, consulting, IT services and telecommunications providers. The results confirm the major tenets of Complexity theory highlighting that any attempt to examine complex phenomena, such as NSD conflict resolution, as simple ones, based on symmetrical methodological approaches, may lead to simplistic and distorted explanations. In fact, the results demonstrate that there is not a ‘one fits all’ solution in order to solve NSD conflicts. Different facets for both the conflict-management styles and team dynamics act in various combinations in order to predict high scores in NSD conflict resolution.

This study provides a dynamic perspective of new service development (NSD) project management by exploring the joint impact of project manager’s behavioural orientation, internal team dynamics and knowledge management strategies on NSD resource optimization and decision-making quality. A hierarchical research design is adopted with evidence drawn from both NSD managers and participants from several service sectors. Results illustrate the importance of internal marketing philosophy, personalization and codification strategy, team climate, role ambiguity and conflict resolution for the specific NSD outcomes.

Chromatin remodelers that include histone methyl transferases (HMTases) are becoming a focal point in cancer drug development. The NSD family of three HMTases, NSD1, NSD2/MMSET/WHSC1, and NSD3/WHSC1L are bona fide oncogenes found aberrantly expressed in several cancers, suggesting their potential role for novel therapeutic strategies. Several histone modifiers including HMTase have clear roles in human carcinogenesis but the extent of their functions and regulations are not well understood, especially in pathological conditions. The extents of the NSDs biological roles in normal and pathological conditions remain unclear. In particular, the substrate specificity of the NSDs remains unsettled and discrepant data has been reported. NSD2/MMSET is a focal point for therapeutic interventions against multiple myeloma and especially for t(4;14) myeloma, which is associated with a significantly worse prognosis than other biological subgroups. Multiple myeloma is the second most common hematological malignancy in the United States, after non-Hodgkin lymphoma. Herein, as a first step before entering a pipeline for protein x-ray crystallography, we cloned, recombinantly expressed and purified the catalytic SET domain of NSD2. Next, we demonstrated the catalytic activities, in vitro, of the recombinantly expressed NSD2-SET on H3K36 and H4K20, its biological targets at the chromatin.