A service science framework to enhance value creation in service innovation projects. An RFID case study

The ability to design innovative services is an important capability for organizations in the 21st century. Although innovation is the fundamental force to create a sustainable business, many organizations, especially mature organizations, struggle to develop innovative services. This paper offers a method for managing service innovation projects in mature organizations. The method is described using the elements of method engineering. Its relevance is evaluated through an exploratory case study at the intersection of business and IT, focusing on a German financial services provider that sought to develop new IT-based service innovations. Information technology plays a major role as an enabler for a broad range of innovative services, and IT organizations are in a unique position to design services in collaboration with business units to address evolving customer requirements. The key finding of this case study is that while processes, methods, and tools are important for managing service innovation projects, socio-technical aspects such as context, environment, team management, and project setup also are essential for the successful design of innovative services. The current literature provides rudimentary guidance in these areas, yet a thorough description of these factors and their integration into a complete method has not yet been documented.

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A Method for the Management of Service Innovation Projects in Mature Organizations

International Journal of Service Science Management Engineering and Technology ◽

10.4018/ijssmet.2011100104 ◽

2011 ◽

Vol 2 (4) ◽

pp. 25-41 ◽

Cited By ~ 13

Author(s):

Bernhard Schindlholzer ◽

Falk Uebernickel ◽

Walter Brenner

Keyword(s):

Financial Services ◽

Service Innovation ◽

Method Engineering ◽

Customer Requirements ◽

Sustainable Business ◽

Business Units ◽

Innovation Projects ◽

Successful Design ◽

Mature Organizations

The ability to design innovative services is an important capability for organizations in the 21st century. Although innovation is the fundamental force to create a sustainable business, many organizations, especially mature organizations, struggle to develop innovative services. This paper offers a method for managing service innovation projects in mature organizations. The method is described using the elements of method engineering. Its relevance is evaluated through an exploratory case study at the intersection of business and IT, focusing on a German financial services provider that sought to develop new IT-based service innovations. Information technology plays a major role as an enabler for a broad range of innovative services, and IT organizations are in a unique position to design services in collaboration with business units to address evolving customer requirements. The key finding of this case study is that while processes, methods, and tools are important for managing service innovation projects, socio-technical aspects such as context, environment, team management, and project setup also are essential for the successful design of innovative services. The current literature provides rudimentary guidance in these areas, yet a thorough description of these factors and their integration into a complete method has not yet been documented.

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A Case Study of Seoul Tourism Storytelling in the Perspective of Public Service Innovation: Focused on the City Marketing Strategy based on Culture Technology(CT)

Journal of Korea Service Management Society ◽

10.15706/jksms.2014.15.4.007 ◽

2014 ◽

Vol 15 (4) ◽

pp. 125-154

Author(s):

박상규 ◽

KimHyeonCheol

Keyword(s):

Marketing Strategy ◽

Public Service ◽

Service Innovation ◽

City Marketing ◽

The City ◽

Culture Technology

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Disclosures of Social Value Creation: A Case Study of Three Global Social Enterprises

SSRN Electronic Journal ◽

10.2139/ssrn.2244820 ◽

2013 ◽

Author(s):

M. Azizul Islam

Keyword(s):

Value Creation ◽

Social Enterprises ◽

Social Value ◽

Social Value Creation

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Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

Project Management Journal ◽

10.1177/8756972820977225 ◽

2020 ◽

pp. 875697282097722

Author(s):

Denise Chenger ◽

Jaana Woiceshyn

Keyword(s):

Value Creation ◽

Oil And Gas ◽

Decision Processes ◽

Strategic Decision ◽

Decision Context ◽

Front End ◽

Risk Approach ◽

Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

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Proactive Value Co-Creation via Structural Ambidexterity: Customer Success Management and the Modularization of Frontline Roles

Journal of Service Research ◽

10.1177/1094670521997565 ◽

2021 ◽

pp. 109467052199756

Author(s):

Bryan Hochstein ◽

Nawar N. Chaker ◽

Deva Rangarajan ◽

Duane Nagel ◽

Nathaniel N. Hartmann

Keyword(s):

Value Creation ◽

Functional Role ◽

Service Firms ◽

Study Analysis ◽

Case Study Analysis ◽

Multilevel Perspective ◽

Business To Business ◽

Depth Interviews

An increasing number of business-to-business (B2B) service firms have transitioned to recurring revenue-based solutions. These subscription B2B solutions are becoming increasingly common, yet offer challenges for long-term renewal if value is not consistently realized by the customer. To address this concern, customer success (CS) management has emerged. CS management is based on regular proactive action taken by the seller to (a) educate, prepare, and engage customers for value co-creation; (b) demonstrate the value delivered by the solution; and (c) provide a channel for advocacy on behalf of customers within the service-providing firm. Our findings highlight the under-researched topic of CS in B2B settings. Specifically, we propose the CS function and role as a structural alternative to within-person (i.e., cross-functional) ambidexterity and emphasize the ability of a CS focus by service firms to complement existing firm operations in value creation efforts. Our case study analysis provides a multilevel perspective (i.e., executive, functional role employees, and customers) via in-depth interviews that offer unique insights on “how parts of the service-sales system work together.” Overall, CS is growing as a practice that propagates value to the customer via ongoing success with solutions while improving service-firm renewal and growth of subscription business.

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Digital Product–Service Innovation and Sustainability: A Multiple-Case Study in the Capital Goods Industry

Sustainability ◽

10.3390/su13116342 ◽

2021 ◽

Vol 13 (11) ◽

pp. 6342

Author(s):

Alberto de la Calle ◽

Inmaculada Freije ◽

Aitor Oyarbide

Keyword(s):

Supply Chain ◽

Service Innovation ◽

Multiple Case Study ◽

Bottom Line ◽

Capital Goods ◽

Case Study Methodology ◽

Digital Product ◽

Product Service ◽

Multiple Case

Digitalisation, servitisation, and sustainability are keywords for the current and future development of the manufacturing industry. However, their interaction in the context of an organisation and its supply chain is unclear. This study examines how digital product–service innovation (PSI) or digital servitisation affects sustainability, considering the triple bottom line perspective, as well as identifies the underlying causes. Moreover, this study analyses the role played by supply-chain strategic collaboration, both internal and external to the company, in digital PSI and sustainability. Using a multiple-case study methodology and B2B market perspective, four companies belonging to the capital goods industry were analysed. Our findings indicate that digitalisation is leveraging both basic and advanced services in their impact on economic and environmental sustainability dimensions, while the results are limited in social sustainability. In addition, supply-chain integration is relevant for digital PSI. Internal integration is required for both basic and advanced services, while external integration is especially important in advanced services. We conclude by emphasising that companies should acquire digital capabilities to develop defensive and offensive business strategies that ultimately affect sustainability.

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