•This study proposed a new model for hotels’ business performance based on open innovation.•This study identified the relationships between firms’ open innovation performance, service innovation and ...business performance.•A simple random sample of 285 managerial staff in the Pearl-Continental Hotels & Resorts was analyzed using partial least square.•The results of this paper revealed that firms’ open innovation performance had significant contributions to promoting service innovation and business performance.•The results of this study helped hotel management promote service innovation and business performance.
The purpose of this study is to test the relationships between external knowledge, internal innovation, firms’ open innovation performance, service innovation and business performance in the Pakistani hotel industry. A simple random sample of 285 managerial staff in the Pearl-Continental Hotels & Resorts of Pakistan was surveyed. The findings show that firms’ open innovation performance has a positive influence on service innovation and business performance. They also reveal that external knowledge and internal innovation positively influence firms’ open innovation performance and that further leads to service innovation and business performance respectively. This study provides practitioners with firms’ open innovation performance as a tool to enhance business performance while adopting the strategy.
Services constitute strategic components of firms’ value proposition, specifically for manufacturing firms currently called to servitize their products to develop product-service systems. In order to ...develop new services, they need to acquire, assimilate, transform and exploit external knowledge, thereby partnering with external stakeholders, a strategy labelled open service innovation. Yet research on innovation management in general and open innovation in particular has mostly focused on product innovation, leaving this area of research scantly understood. This is particularly true for manufacturing firms involving a family in the business, namely family manufacturing firms, acknowledged for adopting distinctive innovation behavior. With the intention of addressing this gap, we conceptually investigate open service innovation in family manufacturing firms by embracing a relational perspective. In so doing, we identify drivers and contingencies of family manufacturing firms’ innovation behavior that might trap them in their own net(work) and suggest managerial solutions to escape from such trap.
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.
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.
Firms increasingly engage in business-to-business cooperation to develop relevant innovations. Scholars have shown that firms can improve service innovation either by cooperating with suppliers or by ...cooperating with competitors. However, there is a dearth of research examining the relative importance of cooperating with suppliers and competitors to improve service innovation, and how this relative importance depends on embracing product innovation. Based on a cross-industry sample of 16,062 Spanish firms, this article addresses these research gaps, finding that firms can benefit from cooperating with both suppliers and competitors to boost service innovation, without prioritizing either. However, this article also shows that, if firms embrace product innovation, they should prioritize cooperating with competitors to boost service innovation.
•Firms increasingly embrace cooperation to generate service innovations.•Firms face challenges in choosing specific business partners for cooperation.•Cooperating with both suppliers and competitors can boost service innovation.•Product innovation influences business partner selection for service innovation.
•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.
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.
Manufacturers that develop product-service innovation (PSI) attend increasingly to two criteria: choosing the right set of technologies to achieve PSI, and choosing how to manage the ...technologies—that is, whether to manage them internally or through collaboration with knowledge-intensive business service (KIBS) firms. This study argues that manufacturing outcomes for financial and organizational performance depend on the organization's decision whether or not to develop PSI and how the two criteria coexist and interact. To test this hypothesis, a sample of Spanish manufacturing firms was chosen through purposive sampling. A fuzzy-set qualitative comparative analysis (fsQCA) of the data returned two superior manufacturing performance scenarios. One involved pure manufacturers that did not develop PSI and relied entirely on traditional supportive manufacturing technologies. The other involved servitized manufacturers that developed PSI with or without KIBS firms and benefitted from access to larger Smart Manufacturing technologies. This study is novel in affirming the importance of choosing the right set of technologies for manufacturers that embrace service infusion. The study also reaffirms the role of KIBS firms in supporting PSI, while recognising that collaboration with KIBS firms enables firms to benefit from Smart Manufacturing technologies.
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