No abstract

Acceptance of service innovation by frontline employees is a challenging issue, especially if such innovations have the potential to disrupt existing value creation models and individual competencies. Disruptive service innovations are often (1) characterized by a high degree of innovativeness related to significant changes in technology and in the market and (2) may be introduced by technology manufacturers as new service market entrants that cause a competitive threat to the existing service provision. We argue that such innovations challenge frontline employees' focus on routines and standardized service operating procedures. The perceived threat and resulting high levels of uncertainty may inhibit innovation acceptance. Our study follows a collective sensemaking perspective, paying special attention to investigating the moderating role of (1) the exchange of operational information within a workgroup and (2) a firm's entrepreneurial orientation. Whereas the former may increase frontline employees' preference for incremental improvements, the latter may help to increase the acceptance level of potentially more disruptive innovations. We test our theoretically derived hypotheses with an experimental vignette study of 671 frontline employees in the field of audiology, a health care market particularly affected by both more radical and market entrant innovations. Results show that a high degree of innovativeness has a negative effect on innovation acceptance. Frontline employees accept radical innovations less readily than incremental innovations. A competitive threat from new technology manufacturers in the supply chain does not lead to a lower innovation acceptance level. The moderation results indicate significant effects of both information exchange and entrepreneurial orientation. Intensive information exchange within the workgroup strengthens the negative relationship between the degree of innovativeness and innovation acceptance. In contrast, a high degree of entrepreneurial orientation weakens the negative relationship between a competitive threat and innovation acceptance.

Today, medical technology manufacturers enter the service market through the development of digital service innovations. In the field of audiology, these developments increasingly shift the service capacities from audiologists to manufacturers and technical systems. However, the technology-driven developments of manufacturers lack acceptance of hearing device users and undermine the important role of audiologists within the service provision. By following a user-centered design approach in order to deal with the technological and social challenges of disruptive services, we aim to develop service innovations on an integrated service platform in the field of tele-audiology. To ensure the acceptance of technology-driven service innovations among hearing device users and audiologists, we systematically integrated these actors in a participatory innovation process. With qualitative and quantitative data we identified several requirements and preferences for different service innovations in the field of tele-audiology. According to the preferences of the different actors, we proposed a service platform approach based on a connected hearing device in three pillars of application: 1) one-to-one (1:1) service innovations based on a remote fitting concept directly improve the availability of services offered by audiologists without being physically present. Based on this, 2) one-to-many (1:N) service innovations allow the use of the connected hearing device as an indirect data source for training a machine learning algorithm that empowers users through the automation of service processes. A centralized server system collects the data and performs the training of this algorithm. The optimized algorithm is provided to the connected hearing devices to perform automatic acoustic scene classification. This in turn allows optimization of the hearing devices within each acoustic scene. After the user-centered development of the different service innovations which are designed to converge on an integrated service platform, we experimentally evaluated the functionality and applicability of the system as well as the associated role models between the technical system, the hearing device users and audiologists. As a future outlook, we show potentials to use the connected hearing device for 3) cross-industry (N:M) service innovations in contexts outside the healthcare domain and give practical implications for the market launch of successful service innovations in the field of tele-audiology.