In this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of ...digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations.
Drawing on mid- and top-level mangers' experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the "organisational muscle" to repeatedly deliver service innovations indicating an effective management of technology-driven change.
Taxonomy results show that aggregated dimensions in terms of a digital leader's personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL's "long arm" on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.
European manufacturing companies face increasing pressure to adopt digitalization technologies discussed in the emerging paradigm of Industry 4.0. On the other hand, innovation capabilities both in ...terms of introducing new products and new services are of outmost importance to gain competitive advantage. Technology adoption and firm innovativeness are often interrelated, but this relation is not well understood, and in particular, the way in which digital technology adoption, product and service innovation, and competitive advantage are related to process industries has not yet been investigated. This paper develops and operationalizes a conceptual framework for product and service innovation, thereby incorporating digital technology adoption. Through an exploratory study, using quantitative data from the European Manufacturing Survey (EMS)-2015, we analyze data from 747 cases in the process industries from D, NL, A, CH, and DK. Our main findings show that companies with higher levels of digital technology implementation (breadth and depth) can introduce more radical product and service innovations. Companies with both radical innovations and service innovation make significantly greater use of their implemented technologies’ potential. Radical product innovation also yields higher returns on sales, but contrary to our assumptions, service innovation in process industries does not. We find that, in the low-tech sectors, digital technologies are used to generate product and services innovations which then translate into higher performance. In contrast, in the high-tech sectors, digital technologies have a direct impact on performance and are thus rather accustomed to realizing the efficiency gains not primarily used for innovation.
•How is digital technology adoption related to product and service innovation of firms and their competitive advantage?•Digital technologies serve as a catalyst for radical product innovation and service innovation.•In low-tech industries, there is an indirect effect of digital technologies on competitive advantage via innovation.•In high-tech industries, a direct effect of digital technology adoption on competitive advantage (ROS) is observed.
The exponential rise of sharing economy has accelerated the growth of shared healthcare platforms in recent times. Although a shared healthcare platform transforms the exchange of service offerings, ...insight remains elusive regarding its value co-creation (VCC) dynamics and their effects. Drawing on the DART (dialogue, access, risk assessment, transparency) framework, this study frames the overall effects of VCC on perceived service innovation, perceived value and patient welfare. Data were collected from 251 patients from a shared healthcare platform. The findings confirm the elements of the DART framework as the antecedents of VCC of a shared healthcare platform, which significantly influence critical service outcomes.
Service Innovation in the Digital Age Barrett, Michael; Davidson, Elizabeth; Prabhu, Jaideep ...
MIS quarterly,
03/2015, Letnik:
39, Številka:
1
Journal Article
•Strategic ambidexterity improves Product-service innovation (PSI) outcomes for MMNEs.•PSI must be developed through a sequential Exploitation-Exploration pathway.•Exploitation and exploration ...capabilities are equally important for Developed MMNEs.•Emerging MMNEs lacks technological skills that need to be developed during the delivery of PSI.•PSI enables DMMNEs to escape from price-based competition whereas EMMNEs resort to PSI to explore new technological opportunities.
This study tests whether strategic ambidexterity improves Product-service innovation (PSI) outcomes for manufacturing multinational enterprises (MMNEs). It also tests successful pathways to develop PSI properly by organizing exploitation and exploration activities. Data from a survey of 338 MMNEs are analysed through Structural Equations Modelling. The sample contains firms from five world regions, including emerging economies. This approach enables contrast to determine cross-country heterogeneity in PSI outcomes. The results show that, to maximise firm performance, PSI must be developed through a sequential Exploitation-Exploration pathway. Although this optimal sequence is consistent across all world regions (except Japan), noticeable contextual differences emerge in the relative importance of exploration and exploitation to firm performance. Our findings show that exploitation (i.e., cost efficiency through PSI design) and exploration (i.e., PSI R&D) capabilities are equally important in emerging economies.
•Implications of the interactive and supportive service innovation on tourism service firms' performance.•Association between the stimulus factors of innovation management and interactive and ...supportive service innovation.•Adoption of employee commitment moderating variable between stimulus factors of innovation management on interactive service innovations.•Prompting tourism service managers' decisions to develop human related factors to enhance service innovation and financial and marketing performance.
Firm size, collaboration, foreign ownership and the level of formal training for employees are just some of the key inputs considered to be important in the amount of Service innovation in Tourism firms. However work has called for a greater empirical understanding on service innovation in Tourism and deeper consideration of employment focused practices as front line employees are crucial to innovation. The relationship customers have with service providers is a key determinate of satisfaction and as such the aim of this research is to unpick further the human-related factors associated with this area of study. Data for this research paper were gathered from 201 tourism service firms located throughout Japan. Whilst the results indicate that committed front-line employees and leadership are found to be the primary antecedents of service innovation, knowledge management and instilling creativity through the firm are also key. Our results suggestion that organizations can leverage the benefits associated with human-related factors to enhance service innovation behaviours and increase business performance.
•We highlight service innovation in the sharing economy (SE) as a strategic priority.•Our Sharing Economy Innovation Framework synthesises current research.•13 papers in this Special Issue deepen ...knowledge on innovations in the SE.•We outline a comprehensive research agenda for service innovation research in SE.
The sharing economy (SE) has been variously described as a disruptive, discontinuous, and social innovation. Now, more than a decade since the emergence of seminal platforms such as Airbnb, and amid heightened competition and macroenvironmental pressures, service innovation has become a strategic priority. Our editorial essay is guided by three objectives. First, as a prelude to this Special Issue, we examine the current state of SE service innovation literature. Despite some important contributions, especially in relation to business model innovation, other salient types of service innovation remain underexplored. Second, we position the contributions of the 13 papers in this Special Issue on our novel Sharing Economy Innovation Framework, which stipulates both the type of service innovation examined, and the focal dyadic relationships involved. Third, based on remaining gaps in the framework, we outline an agenda for future research on SE innovations.
This study posits that all innovations meet consumer resistance, and overcoming this opposition must occur prior to product adoption. Factors driving service innovation resistance remain unclear. To ...better understand this behavior, the present study examines how five theory-driven adoption barriers—usage, value, risk, tradition, and image – as well as three consumer demographics—gender, age, and income—influence consumer adoption versus rejection decisions in Internet and mobile banking. Data from two large nationwide surveys conducted in Finland (n=1736 consumers) test hypotheses using binary logit models comparing mobile banking adopters versus non-adopters, mobile banking postponers versus rejecters, and Internet banking postponers versus rejecters. Study results find that the value barrier is the strongest inhibitor of Internet and mobile banking adoption. In addition, the image barrier slows mobile banking adoption, and the tradition barrier explains the rejection of Internet banking. Gender and age significantly predict adoption and rejection decisions. The results demonstrate notable differences between these seemingly similar service innovations.
PurposeThe empirical study draws on a crowdsourced database of 221 innovations associated with the COVID-19 pandemic.Design/methodology/approachAside from the health and humanitarian crisis, the ...COVID-19 pandemic has caused an acute economic downturn in most sectors, forcing public and private organizations to rethink and reconfigure service provision. The paper introduces the concept of imposed service innovation as a new strategic lens to augment the extant view of service innovation as a primarily discretionary activity.FindingsThe identified imposed service innovations were assigned to 11 categories and examined in terms of their strategic horizon and strategic stretch. The innovations are characterized by spatial flexibility, social and health outreach and exploitation of technology.Research limitations/implicationsAs a new area of service innovation research, imposed service innovations highlight strategic issues that include the primacy of customers and the fragility of institutions.Practical implicationsSituations involving imposed service innovation represent opportunities for rapid business development when recognized as such. A severe disruption such as a pandemic can catalyze managerial rethinking as organizations are forced to look beyond their existing business strategies.Social implicationsAs a strategic response to severe disruption of institutions, markets and service offerings, imposed service innovations afford opportunities to implement transformation and enhance well-being. This novel strategic lens foregrounds a societal account of service innovation, emphasizing societal relevance and context beyond the challenges of business viability alone.Originality/valueWhile extant service innovation research has commonly focused on discretionary activities that enable differentiation and growth, imposed service innovations represent actions for resilience and renewal.
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