scholarly journals HOW DO FIRMS OPEN UP THE FRONT-END OF SERVICE INNOVATION? A CASE STUDY OF IT-BASED SERVICE FIRMS IN THAILAND

2018 ◽  
Vol 22 (01) ◽  
pp. 1850010 ◽  
Author(s):  
BUNDIT THANASOPON ◽  
THANOS PAPADOPOULOS ◽  
RICHARD VIDGEN
Keyword(s):  
Service Innovation ◽  
Service Firms ◽  
Management Support ◽  
Online Service ◽  
Top Management Support ◽  
Fuzzy Front End ◽  
Front End ◽  
Multiple Case ◽  
Key Dimensions

This paper focusses on the openness in the front-end phase of service innovation and its impact on innovation success. The early stages of innovation are fuzzy and unstructured, thus often being called “fuzzy front-end” (FFE) by scholars. The FFE begins when an opportunity is considered worthy of further ideation, exploration, and assessment and ends when a firm decides to invest in — or terminate — an idea. Although openness has been identified as pivotal to innovation performance, little effort has been put into exploring its role in the early phase of innovation. By drawing on the data of a multiple case study in Thai online service firms, we are able to identify four key dimensions of FFE openness competence: prior related knowledge, top management support, the presence of workable prototype, and slack resource. Furthermore, we found three openness activities that often take place in the FFE phase of successful online service innovation, i.e., external search, inter-firm partnerships and customer experimentation. From a managerial perspective, our study provides useful insights to innovation managers aiming at enhancing front-end performance through openness.

scholarly journals INTERNATIONALISATION OF NEW PRODUCT DEVELOPMENT AND RESEARCH & DEVELOPMENT: RESULTS FROM A MULTIPLE CASE STUDY ON COMPANIES WITH INNOVATION PROCESSES IN GERMANY AND INDIA

2015 ◽  
Vol 19 (01) ◽  
pp. 1550010 ◽  
Author(s):  
ALEXANDER BREM ◽  
FLORIAN FREITAG
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Management Support ◽  
Top Management Support ◽  
Multiple Case ◽  
Process Coordination ◽  
The Impact ◽  
Operational Aspects

A rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand India's different expectations regarding NPD and adjust their practices accordingly.

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

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.

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

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.

Evaluating IT-Enabled Transformation in Public Services

2009 ◽  
pp. 379-394
Author(s):  
Sevgi Ozkan ◽  
Murat Cakir
Keyword(s):  
Information Systems ◽  
Evaluation Methodology ◽  
Future Research ◽  
Management Support ◽  
Government Organization ◽  
Top Management Support ◽  
Relative Term ◽  
Research Areas ◽  
Organizational Features

While the paradigm for organizations evolves into an information perspective and information systems’ (IS) role shifts from efficiency to effectiveness, among the top issues of IS management is measuring and improving IS effectiveness. This chapter offers an IS effectiveness evaluation methodology applied on a government organization in Turkey. IS maturity is taken as a reference for determining independent variables of the research. The chapter supports that “IS effectiveness” is a relative term conceptualized by organizational features. The case study suggests future research areas. A number of findings and propositions have been presented, including the alignment of technology and business process, integrating stakeholders’ trust and commitment, the significance of top management support, top-down vs. bottom-up approaches, which can enhance the adoption and institutionalization of information systems implementations within a government organization.

MARKET ORIENTATION, TECHNOLOGY ORIENTATION AND PRODUCT INNOVATION SUCCESS: INSIGHTS FROM CoPS

2014 ◽  
Vol 18 (04) ◽  
pp. 1450020 ◽  
Author(s):  
JING LIU ◽  
JINGQIN SU
Keyword(s):  
Market Orientation ◽  
Product Innovation ◽  
Empirical Test ◽  
Single Case ◽  
High Tech ◽  
Fuzzy Front End ◽  
Front End ◽  
Study Results ◽  
Technology Orientation

This study explores how market orientation and technology orientation within fuzzy front end phases affect product innovation success in complex products and systems (CoPS) industry research and development (R&D) organisations. A sequential qualitative–quantitative mixed method was used with a single case study and a questionnaire survey. The case study results show mix effects of market orientation and technology orientation on CoPS innovation success within fuzzy front end phases. The empirical test results show that a market orientation facilitates both low-tech and high-tech CoPS innovation success and offer great benefits to mainstream customers. A technology orientation is beneficial to high-tech CoPS innovation success but has no impact on low-tech CoPS innovation success. The results have significant implications for CoPS firm strategies to facilitate product innovations and achieve competitive advantages.

scholarly journals DRIVERS OF SERVICE INNOVATION: PROPOSAL OF A THEORETICAL MODEL

2020 ◽  
Vol 21 (3) ◽  
Author(s):  
RICARDO M. LEO ◽  
JORGE TELLO-GAMARRA
Keyword(s):  
Theoretical Model ◽  
Design Methodology ◽  
Service Innovation ◽  
Structured Interviews ◽  
Hospital Managers ◽  
Strategic Innovation ◽  
Technological Trajectory ◽  
Multiple Case ◽  
Culture Strategies

ABSTRACT Objective: To propose a theoretical model based on nine drivers of service innovation (organizational culture, strategies, research and development, employees, technological trajectory, institutional trajectory, competitors, consumers, and suppliers) in order to comprehend the phenomenon. Originality/value: Given its recent empowerment and the manufacturing focus it has initially received, service innovation still lacks models that seek to comprehend the phenomenon within an encompassing and particular framework. The originality of this study arises from this issue. Design/methodology/approach: The method consists of a multiple case study. We used semi-structured interviews with strategic hospital managers and documental research with an analysis of accounting balances, organograms, and other documents. We addressed the cases from a systemic perspective in order to permit comparison within the same structure. Results: The model permitted us to recognize that the analyzed hospitals were having difficulty innovating, as shown by some characteristics found through the drivers that were proposed by this study. More specifically, the hospitals follow a unidimensional and outdated concept of innovation; that is, they consider innovation in services to be the adoption of technologies from the industry, as shown by Barras (1986). There are also no strategic innovation programs.

scholarly journals The influence of organizational factors to software-as-a-service (SaaS) adoption in Vietnamese enterprises

2020 ◽  
Vol 36 (2) ◽  
Author(s):  
Le Thi Thu Ha ◽  
Le Thi Minh Huyen ◽  
Le Thi Thu Huong ◽  
Le Nguyen Hoang Linh
Keyword(s):  
Organizational Factors ◽  
Organizational Readiness ◽  
Top Management ◽  
Organizational Size ◽  
Management Support ◽  
Information Technology Industry ◽  
Top Management Support ◽  
Technology Industry ◽  
Analyze Data

With the growth of the information technology industry, the literature exploring cloud computing, in particular, SaaS adoption has been developing considerably over the last few years. It is time to take stock of SaaS adoption’s determinant factors and its application to more specific contexts. This study endeavored to investigate the influence of three organizational factors (organizational size, organizational readiness, and top management support) to SaaS adoption in Vietnamese enterprises across sectors. Qualitative method was employed to analyze data gathered from 18 case-study companies. The findings reconfirmed that top management support is the strongest enabler for SaaS adoption while there are still some contradictions between organizational size as well as organizational readiness versus SaaS adoption in the context of a developing country as Vietnam.

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