Service Innovation Management

2010 ◽  
pp. 1831-1847
Author(s):  
Fotis C. Kitsios
Keyword(s):  
New Product Development ◽  
Exploratory Study ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Organizations ◽  
Service Process ◽  
Service Development ◽  
Market Place ◽  
New Service Development ◽  
The World

Nowadays that the world depends more and more in services, there is no issue more fundamental for service organizations than understanding the factors that separate success from failure in new service development. The new service process is not so well studied and researched as new product development, and as a result the failure rate is high. However in order to survive in the market place, service organisations need to make the most of all of their resources in order to introduce new services to market ahead of the competition. The purpose of this exploratory study is to investigate the factors that have impact on success and failure in new service development (NSD) in the telecommunication (TLC) sector. The results of the exploratory study are summarized in a conceptual model for further research.

Service Innovation Management

2009 ◽  
pp. 445-459
Author(s):  
Fotis C. Kitsios
Keyword(s):  
New Product Development ◽  
Exploratory Study ◽  
Innovation Management ◽  
Service Innovation ◽  
Service Organizations ◽  
Service Process ◽  
Service Development ◽  
Market Place ◽  
New Service Development ◽  
The World

Nowadays that the world depends more and more in services, there is no issue more fundamental for service organizations than understanding the factors that separate success from failure in new service development. The new service process is not so well studied and researched as new product development, and as a result the failure rate is high. However in order to survive in the market place, service organisations need to make the most of all of their resources in order to introduce new services to market ahead of the competition. The purpose of this exploratory study is to investigate the factors that have impact on success and failure in new service development (NSD) in the telecommunication (TLC) sector. The results of the exploratory study are summarized in a conceptual model for further research.

scholarly journals The Theoretical Study and Empirical Research Process of Service Innovation: A Literature Review

2015 ◽  
Vol 8 (11) ◽  
pp. 1
Author(s):  
Di Rong ◽  
Xu Ming ◽  
Jutamart Limsupanark
Keyword(s):  
Empirical Research ◽  
New Product Development ◽  
Theoretical Study ◽  
Service Innovation ◽  
Research Process ◽  
Service Development ◽  
Review Of Literature ◽  
New Service Development ◽  
Empirical Perspective ◽  
Three Stages

<p>The industry of service has been progressing rapidly in recent years. In face of the financial crisis, innovation is becoming one of the most important factors along with the development of service innovation. It is important to fully consider characteristics both from theoretical and empirical perspective when identifying service innovation. This article conducts a systematic review of literature on research process of service innovation. In this paper, the research status on concept and typology of service innovation are demonstrated and classified in the second and third section, and three stages are discussed in the following, In addition, the development process is highlighted from four aspects: The customer, new service development and new product development, theoretical and empirical. At last, a recommended list of measures is provided for future theoretical study and empirical research. </p>

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.

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.

Managing service innovations at online travel agencies: evidence from China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yu Mu ◽  
Bart Bossink ◽  
Tsvi Vinig ◽  
Suchuan You
Keyword(s):  
Success Factors ◽  
Innovation Management ◽  
Service Innovation ◽  
Idea Generation ◽  
Analytical Framework ◽  
Service Development ◽  
Content Type ◽  
Travel Agencies ◽  
Online Travel ◽  
Online Travel Agencies

Purpose Research on service innovation management of online travel agencies (OTAs) remains relatively scarce. This study aims to illuminate the detailed components of managing service innovations at OTAs. Design/methodology/approach An in-depth case study is conducted at Trip, the largest OTA in China. A coherent framework of managing service innovations at OTAs is proposed through refining an existing framework from new service development (NSD), and concerning the success factors of service innovation. Based on theoretical synthesis and empirical analysis, the NSD framework is adapted, restructured and refined for service innovation management at OTAs. Findings The proposed framework contains three facets and associated managerial elements: (1) resources, including stakeholders, technologies and systems; (2) contexts, including innovation strategy, structure and culture; and (3) ideation, including idea generation and idea application. Different success factors are attached to the managerial elements. The facets, managerial elements and success factors serve as the components in the framework. Research limitations/implications This study provides academia with an analytical framework to understand and interpret service innovation management at OTAs, which can be used as a point of departure for future research. Practical implications The analytical framework inspires OTA managers to adopt a structured approach in service innovation management, and policymakers to design related interventions. Originality/value This study offers a first step toward the investigation of service innovation management at OTAs, specifically in China. The proposed framework is potentially applicable to other industries.

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.

Innovation in Public Systems

2018 ◽  
pp. 1-15
Author(s):  
Rajeev Verma
Keyword(s):  
Innovation Management ◽  
Customer Relationship ◽  
Service Development ◽  
Value Management ◽  
New Service Development ◽  
Multiple Channel ◽  
Customer Information ◽  
Efficiency Performance ◽  
New Service Performance ◽  
Government Initiative

The purpose of this paper is to establish Customer Relationship Management (CRM) as an effective approach for collecting, analyzing, and translating valuable customer information into managerial action for examining fast track legal systems i.e., Online Public Grievance Redressal System (OPGRS) in the Indian context. This e-government initiative is based on the government's long term strategic policy that aims to innovatively reform the Indian Judicial System. So far, the potential of CRM has been investigated only in the context of existing products/ services. CRM's potential to aid in future New Service Development (NSD) has been under studied. Current research model is based on Resource Advantage (R-A) theory and includes the constructs such as CRM process, CRM technology, New Service Development, system efficiency, performance expectancy and effort expectancy under one umbrella. It measures CRM Process under the dimensions of; innovation management, value management and multiple channel management. This model has been tested based on applications filed at multi source complaint depository consisting of 173 applicants from diverse case backgrounds. The empirical outcome provides the positive significant relationships for all 5 hypotheses established using nine (9) constructs. The results provide evidence that CRM has a positive effect on new service performance.

Service Design as an Approach to Implement the Value Cocreation Perspective in New Service Development

2017 ◽  
Vol 21 (1) ◽  
pp. 40-58 ◽  
Author(s):  
Eun Yu ◽  
Daniela Sangiorgi
Keyword(s):  
Value Creation ◽  
Service Innovation ◽  
Service Design ◽  
Service Development ◽  
New Service Development ◽  
Managerial Practices ◽  
A Value ◽  
Value Propositions ◽  
Value Cocreation ◽  
Multiple Case

Although new service development (NSD) studies have contributed to developing systematic approaches to service innovation, their product-oriented and provider-centric perspectives are limited in embracing a value cocreation concept. We investigate how Service Design, as a human-centered and creative approach to service innovation, can reframe NSD processes to implement value cocreation. Multiple case studies on Service Design projects indicate that design-centric approaches can contribute to the whole NSD process in a way that connects organizations’ managerial practices to value cocreation, in that (1) contextual and holistic understandings of user experiences can inform value propositions that better fit users’ value-in-use, (2) codesign with creative supporting tools can facilitate value cocreation by helping users better apply their own resources, (3) prototyping can optimize firms’ resource and process configuration to facilitate users’ engagement with the service, (4) aligning system actors to the user experience can organize and mobilize them to better support users’ value creation, and (5) user-centered approaches and methods can help organizational staff build long-term capability for supporting users’ value creation. Based on the link between Service Design, NSD, and value cocreation, we propose a conceptual NSD model, geared toward value cocreation.

Service Innovation and Management

2012 ◽  
pp. 448-493
Keyword(s):  
Dynamic Capabilities ◽  
Service Innovation ◽  
Innovation Process ◽  
Customer Participation ◽  
Service Development ◽  
New Service Development ◽  
Case Examples ◽  
Basic Set ◽  
Core Concepts ◽  
Lifecycle Management

The purpose of this chapter is to explain the basic principles, theories, process, and management of service innovation. The authors first review the basic set of customer-centric principles of service innovation. Next, the authors review the theories behind service innovation typology. The following sections focus on the service innovation process, new service development, service engineering, customer participation, and lifecycle management. Then the authors select a couple of case examples from the literature to illustrate how the interrelated core concepts of knowledge, dynamic capabilities, and service innovation that have been covered in the previous and current chapters are utilized in different types of firms.

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