Open Service Innovation in Health Care: What Can We Learn from Open Innovation Communities?

2012 ◽  
pp. 239-251 ◽  
Author(s):  
Christina Keller ◽  
Mats Edenius ◽  
Staffan Lindblad
Keyword(s):  
Health Care ◽  
Open Innovation ◽  
Service Innovation ◽  
Open Service

scholarly journals Incremental and Radical Service Innovation in Living Labs

Economics ◽  
2015 ◽  
pp. 445-459 ◽  
Author(s):  
Seppo Leminen ◽  
Mika Westerlund
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Development ◽  
Living Lab ◽  
Living Labs ◽  
Open Service ◽  
Innovation Strategies ◽  
Set Up ◽  
Innovation Novelty

Living labs provide a new, under researched form of open innovation. Although open innovation is increasingly popular in service development, extant literature lacks knowledge of different open service innovation strategies, which companies can employ. This chapter focuses on strategies that firms can take in co-creating service innovations through living labs. The authors found nine open service innovation strategies based on an analysis of 26 living labs in four countries. Understanding of strategies and their links with incremental or radical innovation outcomes aid managers to set up an efficient innovation management. Knowledge of various strategies helps companies to succeed in service development and innovation novelty assessment based on the characteristics of the living lab.

Incremental and Radical Service Innovation in Living Labs

2014 ◽  
pp. 281-295 ◽  
Author(s):  
Seppo Leminen ◽  
Mika Westerlund
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Development ◽  
Living Lab ◽  
Living Labs ◽  
Open Service ◽  
Innovation Strategies ◽  
Set Up ◽  
Innovation Novelty

Living labs provide a new, under researched form of open innovation. Although open innovation is increasingly popular in service development, extant literature lacks knowledge of different open service innovation strategies, which companies can employ. This chapter focuses on strategies that firms can take in co-creating service innovations through living labs. The authors found nine open service innovation strategies based on an analysis of 26 living labs in four countries. Understanding of strategies and their links with incremental or radical innovation outcomes aid managers to set up an efficient innovation management. Knowledge of various strategies helps companies to succeed in service development and innovation novelty assessment based on the characteristics of the living lab.

Open Innovation for Wicked Problems: Using Proximity to Overcome Barriers

2020 ◽  
pp. 000812562096863
Author(s):  
Ward Ooms ◽  
Roel Piepenbrink
Keyword(s):  
Health Care ◽  
Case Studies ◽  
Open Innovation ◽  
Care Service ◽  
Health Care Service ◽  
Service Innovation ◽  
Wicked Problems ◽  
The Face ◽  
Innovation Barriers

Open innovation is a viable strategy to solve wicked problems. However, the complexity of these types of problems renders the management of open innovation initiatives (even) more difficult. How can managers make open innovation for complex or even wicked problems work? This article examines case studies of open innovation initiatives adopting a health care service innovation. It uses the proximity framework to identify several ways in which open innovation barriers can be overcome despite their complexity. The case study findings show how partners leverage their differences to the benefit of service innovation in the face of wicked problems.

scholarly journals Open Service Innovation in Smart Cities: A Framework for Exploring Innovation Networks in the Development of New City Services

2014 ◽  
Vol 11 ◽  
pp. 115-124 ◽  
Author(s):  
Luisa Errichiello ◽  
Alessandra Marasco
Keyword(s):  
Open Innovation ◽  
Smart Cities ◽  
Service Innovation ◽  
Innovation Networks ◽  
Relevant Issue ◽  
Structure And Dynamics ◽  
Open Service ◽  
Project Network ◽  
New City ◽  
Innovation Outcomes

The paper presents a multi-dimensional framework for exploring the drivers, structure and dynamics of public-private service innovation networks in the smart city context and their innovation outcomes at the project, network and city levels. The framework provides a conceptual contribution to the increasingly relevant issue of open innovation in smart cities by leveraging the interpretive potential of the open service innovation perspective, namely the concept of Public Private Innovation Networks in Services (ServPPINs), to advance the understanding of complex interactive structures and processes involved in the development of new services for smart users.

Roles of leadership styles and relationship-based employee governance in open service innovation

2018 ◽  
Vol 39 (3) ◽  
pp. 353-374 ◽  
Author(s):  
Farooq Ahmed ◽  
M. Muzamil Naqshbandi ◽  
Sharan Kaur ◽  
Boon Kwee Ng
Keyword(s):  
Leadership Styles ◽  
Open Innovation ◽  
Longitudinal Research ◽  
Service Innovation ◽  
Healthcare Sector ◽  
Future Research ◽  
Successful Implementation ◽  
Content Type ◽  
Open Service

Purpose The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation. Design/methodology/approach Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector. Findings Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation. Research limitations/implications This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector. Originality/value This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.

scholarly journals Service capabilities within open innovation

2015 ◽  
Vol 28 (2) ◽  
pp. 275-303 ◽  
Author(s):  
Noel Carroll ◽  
Markus Helfert
Keyword(s):  
Literature Review ◽  
Open Innovation ◽  
State Of The Art ◽  
Service Innovation ◽  
Content Type ◽  
Capability Maturity ◽  
Research Areas ◽  
Service Capability ◽  
Open Service ◽  
Practical Implications

Purpose – Open innovation is an emerging paradigm which exposes organisations to networked capabilities and competencies though collaboration relationships. The traditional view of the organisational environment raises concerns regarding the mismatch in the methods used to assess business value and understanding service process maturity. The purpose of this paper is to address this gap. Design/methodology/approach – This paper employs a systematic literature review to present a state-of-the-art literature review with particular focus on the applicability of capability maturity models (CMM) within an open innovation context. Findings – The authors present a conceptual account of our research developments and build on the state-of-the-art which bridges open innovation and CMM. The authors provide a comprehensive discussion on the literature and challenge the applicability of individual organisations evolving through maturity stages. The authors identify a significant gap in the emergence of open innovation and CMM and present a service capability sourcing model (SCSM) to bridge these two research areas. Practical implications – Unpacking the nature of service capabilities allows us to understand the primary components of value co-creation and their contribution towards service maturity within an open service innovation environment. The authors verify the explanation model using a cloud computing scenario within an open service innovation environment. Originality/value – The contribution of this paper is an explanation model of an open service innovation environment through our SCSM. Though an open innovation perspective, the authors examine the nature of service capabilities and the suitability of traditional CMM in a modern service context.

Service Innovation Capability in Social and Health Care SMEs: The Impact of Market Orientation and Technology Orientation

2021 ◽  
Vol 29 (03) ◽  
pp. 183-206
Author(s):  
Sanna Joensuu-Salo ◽  
Emilia Kangas ◽  
Jutta Mäkipelkola
Keyword(s):  
Health Care ◽  
Market Orientation ◽  
New Technologies ◽  
Service Innovation ◽  
Important Variable ◽  
Innovation Capability ◽  
Mixed Methods Design ◽  
Long Run ◽  
Technology Orientation ◽  
The Impact

Developing new services is vital for a service-based company to succeed in the long run. This requires both innovation capability and understanding customer needs. Previous research has shown that if a firm wishes to develop an innovation superior to the competition, it must have both a strong technology orientation and a strong market orientation. The objective of this study was to examine the effect of market orientation and technology orientation on service innovation capability in SMEs operating in the field of social and health care. In addition, this study examined the obstacles to using digitalization and new technologies in service innovations. Mixed methods design was applied so both quantitative and qualitative data was used. The results from the quantitative part of this study show that both technology orientation and market orientation have a positive and statistically significant effect on service innovation capability in SMEs operating in the field of social and health care. Furthermore, market orientation is the most important variable in the model. The results from the qualitative element again show that some of the hindering factors of using digitalization and new technologies arise from practices and attitudes of social and health care actors but others arise from the digitalization and new technologies themselves.

scholarly journals Incremental and radical open service innovation

2018 ◽  
Vol 32 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Per Myhren ◽  
Lars Witell ◽  
Anders Gustafsson ◽  
Heiko Gebauer
Keyword(s):  
Service Innovation ◽  
Group Development ◽  
Case Analysis ◽  
Team Development ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Open Service ◽  
Cross Case Analysis

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

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