A conceptual model for the development of service innovation capabilities in research and technology organisations

Giannopoulou, Eleni; Gryszkiewicz, Lidia; Barlatier, Pierre‐Jean

doi:10.1504/ijkms.2011.048441

Cited by 16 publications

(5 citation statements)

References 28 publications

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“…The innovation capability assigns widespread spectrum dimensions and components to itself in the literature. [ 43 44 45 46 47 ] The results of this study are indicative of six innovation capabilities in the intra-university dimension. Eleven factors have been introduced in the Performance Excellence Model, which is a framework for employee innovation excellence framework at all university levels to improve its performance.…”

Section: Discussionmentioning

confidence: 82%

Innovation capability in medical sciences universities: A qualitative study of Iran

Ghardashi

Yaghoubi

Bahadori

et al. 2019

J Edu Health Promot

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Section: Discussionmentioning

confidence: 82%

Innovation capability in medical sciences universities: A qualitative study of Iran

Ghardashi

Yaghoubi

Bahadori

et al. 2019

J Edu Health Promot

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“…Firms' static capabilities are those essential routines and practices that often require having a high level of technical need supporting firm activities (Urueña et al, 2015). Whereas dynamic capabilities focus on a firm's ability to strategically manage and deploy resources through repeatable patterns in order to achieve business objectives (Giannopoulou et al, 2011).…”

Section: Cemj 95mentioning

confidence: 99%

“…These multidimensional capabilities are embedded in organization routines or processes and have the potential to recurrently distribute and reconfigure resources in the persistent creation of new or improved services. Service innovation capabilities allow organizations to retain flexibility and adapt to their environment through the repeated and continuous creation of innovations (Giannopoulou et al, 2011). Although organizational capabilities play a significant role in creating innovation through actors' value co-creation (Urueña et al, 2015), nonetheless, there is an absence of agreement as to which capabilities are critical to the development of innovative service outputs CEMJ 97…”

Section: Cemj 95mentioning

confidence: 99%

“…In this respect, innovation is a major source of service firms' progress and success. Service innovation is a broad and complex concept (Giannopoulou et al, 2011). Service innovation comprises new services, new service provision processes, new organizational structures or marketing strategies (Sørensen and Lapenta, 2017), technology innovation, business model innovation, social-organizational innovation, and demand innovation with the objective of improving existing services, creating new value propositions, or creating new service system (Ostrom et al, 2010;Snyder et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Value Co-Creation in Engineering Service Innovation: Resources and Capabilities Perspectives

Gegužytė¹,

Bagdonienė²

2021

CEMJ

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Purpose: This research focuses on firm resources and capabilities used for value co-creation in service innovation. Specifically, I investigated how service innovation is created in an in-ternational engineering company. The aim of this article is to reveal what resources and capa-bilities are employed by a service provider for value co-creation in the innovation project of engineering service and how they vary in particular stages of this project. Methodology: The research is based on qualitative methodology by a multi-case study strate-gy. Focus group discussion with senior managers and semi-structured interviews with project managers of the studied international engineering company were used as concrete data gather-ing methods. Data analysis was conducted using the content analysis method. Findings: The research revealed eight value co-creation activities accomplished by the engi-neering company and client during the engineering service innovation project. The activities are as follows: co-identification of the client’s problem, co-evaluation of ideas, co-defining of client’s requirements, co-analysis of environment, co-design, co-testing, and co-adoption, co-production, and co-activities after the launch. These activities are diffused in different project stages and demand a range of resources: expert knowledge, diagnostic, communication skills, trust, experience, technological equipment, human resources. Moreover, they require diverse capabilities: relational, innovative, analytical, negotiation, knowledge absorptive, planning, organizational flexibility, and cross-cultural. The intensity and variety of using the mentioned resources and capabilities differ relying on the value co-creation activity. Expert knowledge, communication skills as resources, and relational and innovative capabilities were empha-sized by the researchers most often. We hope these findings will represent a step toward a more coherent resource-based view (RBV) and service innovation theories. Implications: The study involved only one Lithuanian engineering company, so the research context may influence the findings. Another limitation is related to the small number of cases and research participants. Originality: Unlike previous studies that revealed the importance of single resources and ca-pabilities for service innovation, this study determined the range of resources and capabilities employed in different activities of engineering service innovation project stages, especially in the value co-creation activities performed by the engineering company and clients. Moreover, research also identified how resources and capabilities vary at different stages of these pro-jects.

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“…Estudios como los realizados por Pöppelbuß et al, (2011), Giannopoulou et al, (2011) y Kindström et al (2012 se apoyan en la teoría de capacidades dinámicas buscando aportar al entendimiento de la CI en servicios, entendiendo esta última como una capacidad dinámica. Al igual que entender de qué manera se pueden desarrollar las CI en servicios.…”

Section: Capacidades De Innovaciónunclassified

Capacidades de innovación, desempeño innovador y desempeño organizacional en empresas del sector servicios

Osorio¹,

Quintero²,

Pérez

2014

Cuad Adm.

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Capacidades de innovación, desempeño innovador y desempeño organizacional en empresas del sector servicios ResumenEl objetivo del artículo es analizar la incidencia de las capacidades de innovación (CI) sobre el desempeño innovador (DI), y de este último sobre el desempeño organizacional (DO). Las CI se abordan desde la perspectiva de la innovación en servicios, el DI desde el lanzamiento de productos, y el DO se divide en financiero y no financiero. En la metodología, se utilizaron ecuaciones estructurales. Los resultados muestran que sólo las CI con orientación al cliente y al marketing influyen sobre el DI y éste a su vez lo hace sobre el DO, aunque en mayor proporción sobre lo no financiero. En conclusión, estos hallazgos contrastan con estudios realizados en empresas manufactureras, en los que resultan más importantes las CI tecnológicas. 89CapaCidades de innovaCión, desempeño innovador y desempeño organizaCional en empresas del seCtor serviCios

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A conceptual model for the development of service innovation capabilities in research and technology organisations

Cited by 16 publications

References 28 publications

Innovation capability in medical sciences universities: A qualitative study of Iran

Innovation capability in medical sciences universities: A qualitative study of Iran

Value Co-Creation in Engineering Service Innovation: Resources and Capabilities Perspectives

Capacidades de innovación, desempeño innovador y desempeño organizacional en empresas del sector servicios

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