THE DARK SIDE OF A B2B CO-CREATION RELATIONSHIP IN THE FRONT END OF INNOVATION: A GENERATIVE REVIEW

2021 ◽  
Author(s):  
SOFIA R. RODRIGUES ◽  
JOÃO JOSÉ PINTO-FERREIRA
Keyword(s):  
Review Paper ◽  
Service Industry ◽  
Innovation Management ◽  
Dark Side ◽  
Comprehensive View ◽  
Front End ◽  
Respective Field ◽  
Business To Business

This study aims to conceptualise the risks of a co-creation relationship between providers and customers in the front end of innovation (FEI). The existing literature on the topic of the interactions between customers and providers is vast but mostly reflects the vision of each respective field of science addressing specific issues and dynamics. This review paper combines integrative and generative approaches (Post et al., 2020). The narrative overview methodology (Green et al., 2006) fits the purpose to integrate the contributions of scholars from different areas and with distinct perspectives. The authors present a comprehensive view of the complex and, sometimes, conflictual customer–provider relationship in a business-to-business (B2B) context applied to the FEI. The review, mostly focused in the service industry, included the identification of inconsistencies and poorly explained phenomena. This work contributes decisively to the innovation, management and organisation literature, advancing a model of the projected risks of the specific customer–provider relationship in the FEI phase.

How Service Firms Manage Innovation

2012 ◽  
pp. 112-124
Author(s):  
Frederic Jallat
Keyword(s):  
Service Sector ◽  
Success Factors ◽  
Development Process ◽  
Service Industry ◽  
Innovation Management ◽  
Service Development ◽  
Service Firms ◽  
Performance Drivers ◽  
And Performance ◽  
Manage Innovation

By acknowledging the strategic importance of developing and managing new activities in the service sector, the chapter studies the key business dimensions and performance drivers of innovation, and the determinants of new service success. Therefore, this chapter seeks to address three objectives: (1) yield a critical synthesis of research linked to managing innovation in the service industry, (2) provide a detailed study of innovation management and success factors within the service sector, and (3) determine the links between the service development process and how new services perform.

Deviant Behavior of Staff and Customers in Service Organizations: Causes and Consequences

2019 ◽  
Vol 2019 (1) ◽  
pp. 157-181
Author(s):  
Sergey Kazakov ◽  
Elena Babintseva
Keyword(s):  
Business Performance ◽  
Performance Metrics ◽  
Deviant Behavior ◽  
Service Industry ◽  
Negative Impact ◽  
Research Question ◽  
Academic Research ◽  
Service Marketing ◽  
Service Organizations ◽  
Dark Side

The academic research in the area of service marketing generally assumes friendly or neutral context of the encounters between employees and customers while providing or consuming the product. Recently, however, scholars are witnessing a new notion, namely ‘Dark Side of Marketing’ (DSM) which entails an increasing stream of pertinent publications in the literature. DSM is a complex yet multifaceted notion and refers to adverse effects of marketing paradigm implementation for humans, businesses and environment. Deviant behavior is a notable phenomenon pertinent to the nature of DSM, as it is mostly examined in relevant studies in comparison with other DSM manifestations. Deviant behavior is also emphasized in DSM studies because of its definitely negative impact on customer satisfaction, loyalty, WOM and, ultimately, on business performance metrics. To date, there is no DSM studies completed in the context of the Russian service industry as literature witnesses although this research question bears an apparent relevance for local business. This paper is destined to bridge this gap by defining the deviant behavior antecedents and gauging their consequences for marketing actors at the servicescape. The research results are based on empirical study of data collected from n=133 sample and on the analysis with utilization of Structural Equitation Modeling (SEM) method.

A Review of Surface Texture of Tribological Interfaces

2010 ◽  
Vol 37-38 ◽  
pp. 41-45 ◽  
Author(s):  
Zhi Wei Wang ◽  
Mei Wei Chen ◽  
Jian Wei Wu ◽  
Hai Hui Zheng ◽  
Xiao Feng Zheng
Keyword(s):  
Modeling And Simulation ◽  
Surface Texture ◽  
Review Paper ◽  
Tribological Performance ◽  
Current Status ◽  
Comprehensive View ◽  
Lubrication Performance ◽  
Mechanical Components ◽  
Friction And Lubrication

Surface texture of tribological interfaces has the potential to improve friction and lubrication performance of various mechanical components. This review paper emphasizes on the current status of the research of surface texture, including the features, the effects on tribological performance, the forming techniques, and the modeling and simulation of surface texture. It is intended to help readers to gain a more comprehensive view on surface texture of tribological interfaces.

Study on Groove Shape of CMP Polishing Pad: A Review

2012 ◽  
Vol 497 ◽  
pp. 278-283 ◽  
Author(s):  
Chun Lan Lou ◽  
Hai Yan Di ◽  
Qiang Fang ◽  
Tao Kong ◽  
Wei Feng Yao ◽  
...  
Keyword(s):  
Research And Development ◽  
Chemical Mechanical Polishing ◽  
Review Paper ◽  
Mechanical Polishing ◽  
Polishing Process ◽  
Critical Elements ◽  
Comprehensive View ◽  
Groove Shape ◽  
Polishing Pad ◽  
Chemical Mechanical Polishing Process

In the chemical mechanical polishing process (CMP) ，the groove shape of polishing pad is one of the most critical elements that directly influences the quality and efficiency of CMP. This review paper describes the basic patterns of groove shape and that the patterns shape of polishing pad how to effect on quality and efficiency of CMP. The effect comparison between various sorts of groove shape and their effects on polishing is described. It is intended to help reader to gain a more comprehensive view on groove shape of polishing pad, and to be instrumental for research and development new groove shape of polishing pad for CMP.

KEY DIFFERENCES AND SIMILARITIES IN WAYS OF MANAGING AND SUPPORTING RADICAL PHARMACEUTICAL FRONT END INNOVATION — A CASE STUDY OF THE PHARMACEUTICAL INDUSTRY

2015 ◽  
Vol 19 (01) ◽  
pp. 1550011 ◽  
Author(s):  
ANNABETH AAGAARD
Keyword(s):  
Pharmaceutical Industry ◽  
Comparative Study ◽  
Innovation Management ◽  
Value Added ◽  
Pharmaceutical Companies ◽  
International Borders ◽  
Front End ◽  
Global Study ◽  
Similarities And Differences

The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and FEI in theory and in practice across international borders. I aim to show how different aspects of Pharma and nationality affect the way innovation management and radical FEI are supported within organisations. This is examined through an in-depth case study of the Danish and US based pharmaceutical company, H. Lundbeck A/S, and a comparative study including five European and American pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support of radical projects and among the different nationalities. This presents propositions of important aspects to consider in facilitation of radical FEI in general and in multinational pharmaceutical companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this paper to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated.

Uber-production: From global networks to digital platforms

2020 ◽  
Vol 52 (5) ◽  
pp. 1005-1016 ◽  
Author(s):  
Gernot Grabher ◽  
Erwin van Tuijl
Keyword(s):  
Sharing Economy ◽  
Digital Transformation ◽  
Production Networks ◽  
Global Production Networks ◽  
Global Networks ◽  
Digital Platforms ◽  
Four Dimensions ◽  
Digital Capitalism ◽  
Front End ◽  
Business To Business

Uber and Airbnb have advanced into emblematic cases in debates in which the new digital capitalism is framed in terms of the so-called sharing economy. While this strand of inquiry has produced a wealth of insights into the workings and impacts of peer-to-peer platforms, the digital transformation of business-to-business interactions has so far attracted less attention. The present Exchange confronts this challenge by juxtaposing platform conceptions with a pre-eminent framework to conceptualize business-to-business relations: global production networks (GPN). Specifically, this Exchange addresses challenges posed by the platform approach for the GPN framework in the four dimensions: value (from owning assets to granting access), governance (from make-or-buy to employ-or-enable), management (from back-end to front-end) and labour (from jobs to gigs).

MANAGING INTER-FIRM COLLABORATION IN THE FUZZY FRONT-END: STRUCTURE AS A TWO-EDGED SWORD

2011 ◽  
Vol 15 (01) ◽  
pp. 145-163 ◽  
Author(s):  
JACOB HÖJ JÖRGENSEN ◽  
CARSTEN BERGENHOLTZ ◽  
RENÉ CHESTER GODUSCHEIT ◽  
ERIK STAVNSAGER RASMUSSEN
Keyword(s):  
Initial Phase ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Network ◽  
Fuzzy Front End ◽  
Front End

Literature on innovation emphasises the potential for organisations to collaborate and network instead of carrying out innovation individually. Integrating suppliers, customers and other organisations into the innovation process is perceived as a key to success in innovation management (Chesbrough, 2003). Furthermore, the management of the initial phase of the innovation process has proven vital to the overall innovation success (Kim and Wilemon, 2002a,b). Although the merits of network-based innovations are widely acknowledged, the managerial challenges of the initial integration of external organisations in an innovation network are somewhat neglected in the literature. The aim of this paper is hence to address the challenges that an organisation faces when integrating a plurality of suppliers, customers and other organisations into the Fuzzy Front End of the innovation process.

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