Nowadays, to attract and retain customers and to maintain their competitiveness, service organisations need to offer high-quality new services and improve their innovation abilities. By integration ...of Dynamic Service Innovation Capabilities (DSICs) and Organizational Service Innovation Competencies (OSICs) as the critical service innovation quality factors, this study proposes a framework based on maturity model concept to measure service innovation performance and to continuously improve service innovation quality. The framework suggests four types of firms' performance in service innovation: incapable, struggling, truncated, and exhaustive. The Incapable is defined as firms that are low in both DSICs and OSICs, they lack of required service innovation processes, so they are not able to improve innovation performance. The Struggling (high DSICs and low OSICs) firms have established appropriate processes for service innovation but they struggle to offer innovations. The service firms in Truncated mode (low DSICs and high OSICs) are characterised by implementing service innovation processes partially, but they are good at service innovation competencies. The last type, the Exhaustive (high DSICs and high OSICs) are service inventors with superior innovation processes in line with perfect service innovation competencies, these service firms are those which can innovate new service repeatedly and successfully.
Servitization increasingly requires the use of digital technologies such as the Internet of Things (IoT), cloud computing, and predictive analytics. This paper investigates digital service ...innovations (DSIs) that use these technologies. Using a service innovation lens, it is distinguished from most prior servitization research through specifying DSIs from incremental to radical modes, rather than measuring service innovation on self-reported scales. Data were collected using expert interviews and secondary sources from 20 manufacturers from four sectors. Using changes from baseline service offerings, the study identified nine DSIs with varying degrees of innovativeness. The paper develops a framework within which each DSI can be placed, with two axes representing innovation mode (incremental, intermediate, radical) and impact of innovation (customer, manufacturer, hybrid). This latter dimension addresses concerns about the lack of focus on customer value in prior service innovation research. The study also develops a new typology of DSI groupings (Business enabler, Service enhancement, Digital service offering) demonstrating that DSIs have mainly enabling or service enhancing roles for manufacturers rather than one that is predominantly designed to create digital service offerings. The exceptions are ‘predictive maintenance’ and ‘process improvement’, which are radical/intermediate DSIs respectively and provide strong value for both manufacturers and customers.
•Servitization investigated using digital service innovations (DSIs).•Experts in 20 manufacturers interviewed to provide a comprehensive study.•Nine DSIs identified from incremental to radical modes.•A new service innovation framework developed based on innovation mode and impact.•DSIs mainly have business enabling or service enablement manufacturer roles.
Although the entrepreneurship strategy is demonstrated by evidence as a path to enhance the performance of service firms, the question of how it happens has yet to be adequately studied in the ...tourism and hospitality (T&H) realm. More specifically, how an entrepreneurial strategy enables a T&H firm to enhance its performance through service innovation exploration-exploitation ambidexterity has created a strategic dilemma in extant T&H literature. Constructed on the dynamic capabilities view and organizational ambidexterity theory, our paper addresses this dilemma using data from a drop-and-collect survey of 303 T&H firms in Japan. The findings reveal that entrepreneurial strategy fosters service innovation exploitation and service innovation exploration within T&H firms. In contrast, service innovation exploitation helps T&H firms design unique service offerings, yielding a sustained competitive advantage and superior corporate performance in the long run. Further, the availability of slack resources within T&H firms fosters service innovation exploration and service innovation exploitation.
•The effect of service innovation exploration and exploitation and their effects on service design and sustained competitive advantage•The findings reveal that service innovation exploration and exploitation have differential effects on sustained competitive advantage.•This research shows that service innovation exploitation is significantly related to sustained competitive advantage, whereas service innovation exploration is not.•The link between entrepreneurial strategy and performance is mediated by service innovation exploitation, service design, and sustained competitive advantage.
The Public Service Innovation Network is a form of cooperation in the development of public service innovations that are run between related agencies, as an effort so that all parties are connected ...to each other in the development of public service innovations. This research is based on qualitative research method with descriptive type. Data were collected through interviews, observation and documentation. The data validation technique uses the theory of Miles & Huberman. The results of the research show that the implementation of the South Sulawesi JIPP is well implemented, with the ability to distribute the latest information with the support of a website that was created, as a learning tool and a data center for public service innovation information, and become a center for accelerating the quality of public services in the province of South Sulawesi so that a number of Regional Apparatus Organizations have succeeded. won an award at the Public Service Innovation Competition at the National level. The Public Service Innovation Network is a stakeholder collaboration node for the success of the one agency one innovation movement so that ultimately a creative climate is created to create public service innovations in the scope.
Service Innovation Lusch, Robert F.; Nambisan, Satish
MIS quarterly,
03/2015, Letnik:
39, Številka:
1
Journal Article
Recenzirano
In this article, we offer a broadened view of service innovation—one grounded in service-dominant logic—that transcends the tangible–intangible and producer–consumer divides that have plagued extant ...research in this area. Such a broadened conceptualization of service innovation emphasizes (1) innovation as a collaborative process occurring in an actor-to-actor (A2A) network, (2) service as the application of specialized competences for the benefit of another actor or the self and as the basis of all exchange, (3) the generativity unleashed by increasing resource liquefaction and resource density, and (4) resource integration as the fundamental way to innovate. Building on these core themes, we offer a tripartite framework of service innovation: (1) service ecosystems, as emergent A2A structures actors create and recreate through their effectual actions and which offer an organizing logic for the actors to exchange service and cocreate value; (2) service platforms, which enhance the efficiency and effectiveness of service exchange by liquefying resources and increasing resource density (facilitating easy access to appropriate resource bundles) and thereby serve as the venue for innovation; and (3) value cocreation, which views value as cocreated by the service offer(er) and the service beneficiary (e.g., customer) through resource integration and indicate the need for mechanisms to support the underlying roles and processes. In discussing these components, we consider the role of information technology—both as an operand resource and as an operant resource—and then examine the implications for research and practice in digitally enabled service innovation.
Drawing on the ambidexterity and organizational design theoretical lenses this article analyzes the interplay between R&D team structure, firm’s Information Technology (IT) processes deployment and ...innovation outcomes. The evidence presented herein upholds the importance of IT and R&D team structure for strategic decisions and to better exploiting firm’s innovation capabilities. Concretely, we argue that R&D team structure (centralized vs formalized vs autonomous) moderates the relationship between IT processes and innovation because it influences the way in which IT is utilized. Considering these facts, we focus on a specific type of innovation, Product-Service Innovation (PSI), largely underexplored despite being increasingly important in modern manufacturing companies. PSI differs from other technological innovations in that it involves continuous engagement with customers and logistics. Through estimation of a Multiple-Indicators Multiple-Causes (MIMIC) model with a unique sample of 352 Manufacturing Multinational Enterprises (MMNEs), we find that customer and logistics IT processes are positively linked to higher levels of PSI and that, as hypothesized, service R&D team structure moderates this relationship. In firms with autonomous R&D teams, customer-based IT processes lead to higher PSI levels, whereas in firms with formalized R&D teams, logistics-based IT processes is conducive to higher PSI levels. IT processes are not an input of PSI in centralized service R&D teams.
The objective of this research is threefold: first, to investigate the role of goods, service, and process innovation on SMEs' internationalisation (i.e., exporting); second, to investigate the ...association between innovation's degree of novelty (radical innovation vs. incremental innovation) and SMEs' internationalisation; and, third, to examine the combined effect of different types of innovation and the degrees of novelty of innovation on firms' internationalisation and compare the findings with their individual effects. Data from 12,823 SMEs in the United Kingdom support the concept that innovative SMEs are more likely to export than non-innovative SMEs; however, the link between innovation and internationalisation differs according to the type of innovation introduced and the degree of novelty of the innovation. Of importance to managerial practice, the combined effects of different types and degrees of novelty of innovation are greater than their individual effects, creating a synergy or amplified effect.
Digital technologies are radically changing how established organizations design novel services. Digital transformation (DT) strategies are executed to manage the transition from product-centric to ...service-centric business models based on digital technologies. However, little is known about what configurations of DT strategies lead to successful digital service innovation (DSI) in established organizations. We employ fuzzy-set Qualitative Comparative Analysis on a set of 17 case studies of DT strategies from established organizations with different industry backgrounds. We identify several distinct configurations of DT strategies that lead to successful and unsuccessful DSI. Based on these configurations, we deduce that the threat of digital disruption negatively impacts an organization's innovation activities. Furthermore, we find that strategic partnerships can be leveraged by organizations that face an imminent threat of digital disruption while organizations with competitive advantages may rely on "do-it-yourself" approaches. Lastly, we find that the involvement of a C-level executive is a necessary requirement for successful DSI. Our results contribute to theory by integrating research on DSI and DT, providing a perspective on DSI failure, and employing a configurational research approach that allows us to highlight interdependencies between factors as well as insights into the individual factors. Furthermore, we provide actionable recommendations for executives.
This Journal of Business Research special section includes 7 articles selected from papers presented during the 2014 Global Marketing Conference held July 15–18, 2014. The Conference's theme was ...“Bridging Asia and the World: Globalization of Marketing and Management Theory and Practice.” This special edition introduces current topics concerning researchers and practitioners about service innovation, renewal, and adoption/rejection research. Following the conference's theme, this special edition emphasizes the need for educators and business leaders to make sense, plan, and interpret outcomes accurately of implementing service innovations in dynamic global contexts.
► The first quantitative exploration of services innovation by users. ► 55% of today's computerized commercial banking services were initially developed by service users. ► 44% of today's ...computerized retail banking services were initially developed by service users. ► Our findings differ significantly from prevalent producer-centered views of service development.
Many services can be self-provided. An individual user or a user firm can, for example, choose to do its own accounting – choose to self-provide that service – instead of hiring an accounting firm to provide it. Since users can ‘serve themselves’ in many cases, it is reasonable to suspect that they can also innovate with respect to the services they self-provide – possibly without the assistance of service providers.
In this paper, we conduct the first quantitative exploration of the importance of services innovation by users, focusing on the field of commercial and retail banking services. We find that 55% of today's computerized commercial banking services were first developed and implemented by non-bank firms for their own use, and 44% of today's computerized retail banking services were first developed and implemented by individual service users rather than by commercial financial service providers. Manual precursors to these services – manual procedures that carried out functions similar to computerized services in our sample – were almost always developed by users as self-services.
Our empirical findings differ significantly from prevalent producer-centered views of service development. We speculate that the patterns we have observed in banking with respect to the major role of users in service development will prove to be quite general. If so, this will be an important matter: on the order of 75% of GDP in advanced economies today is derived from services. We discuss the implications of our findings for research and practice in service development.
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