Service encounters as bases for innovation

Sundbo, Jon; Sundbo, Donna Isabella Caroline; Henten, Anders

doi:10.1080/02642069.2015.1002478

Cited by 27 publications

(36 citation statements)

References 77 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, Kesting and Ulhøi (2010) [10] also pointed that employees' naive and ungoverned involvement during an innovation process could be a hurdle to the innovation's success. This is also supported by Sundbo et al (2015) [9] that hyper-professionalism among employees could be a barrier to innovation. Additionally, most employees who typically concern day-to-day work have limited opportunity to influence the decisions of new internal service offerings.…”

Section: Internal User Involvementmentioning

confidence: 80%

“…Sundbo and Gallouj's (2000) [9] reasoning on drivers of innovation clearly distinguishes the internal service from the external one in the analysis of their systemic characteristics. Some determinants are associated with opportunities and threats in the market environment, which mostly concern the new service to the external customers [8].…”

Section: B Determinants Of Service Innovationmentioning

confidence: 99%

“…The senior managers normally have strong guiding hands in uncertain innovation projects and the power to overcome internal resistance. In addition, the top management support by involving both managers and employees is found to be critical for the success of a firm's new service offering [9]. The positive impact of top management support, on success of new service projects for external customers, has been found in literature [9,18].…”

Section: Top Management Supportmentioning

confidence: 99%

“…The new service to internal users, also known as internal service innovation [8], is posited to reduce internal cost while refining the overall service quality for a manufacturing firm. Despite such significance to firm performance, most internal service innovations are emphasized to be initiated by the internal push and are employee-driven [9][10][11]. On the other hand, some literature [12,13] pointed the importance of a visionary role of the senior managers' active involvement for a new service development.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Triggering an internal service innovation in manufacturing firms

Zhao

Kafka

2015

2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)

View full text Add to dashboard Cite

The importance of a service innovation as a result of increasing competition and customer demands in manufacturing firms has been widely recognized. Especially, a service innovation can be incorporated internally to sustain a firm' competitive advantage. In the context of manufacturing firms, this study investigates the triggering factors of an internal service innovation and its corresponding implementation strategy. This study adopts a multiple case studies method and examines the critical factors: internal user involvement and top management support. It is found the internal user involvement is neither the trigger nor significantly contributing to an internal service innovation's success. On the other hand, the topmanagement support is ascertained to be crucial for such a success; top-down approach is more likely to happen to implement the new internal service. Additionally, a new factor, economic freedom, is found to have a significant impact (positive) on an internal service innovation's success.Keywords -Internal service innovation, manufacturing firms, internal users, top management, economic freedom 978-1-4673-8066-9/15/$31.00 ©2015 IEEE Proceedings of the 2015 IEEE IEEM

show abstract

Section: Internal User Involvementmentioning

confidence: 80%

Section: B Determinants Of Service Innovationmentioning

confidence: 99%

Section: Top Management Supportmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Triggering an internal service innovation in manufacturing firms

Zhao

Kafka

2015

2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)

View full text Add to dashboard Cite

show abstract

“…Managers and employees are involved as 'intrapreneurs' (cf. Pinchot 1985), and employees' encounters with customers are often the starting point for innovative ideas (Sørensen et al 2013;Sundbo et al 2015).…”

Section: Service Innovationmentioning

confidence: 99%

Innovation in Public Service Systems

Fuglsang

Sundbo

2016

Translational Systems Sciences

Self Cite

View full text Add to dashboard Cite

In this chapter, we examine service innovation in the public sector. We outline the characteristics of service innovation and the conditions that in the public sector differ from market-based service sectors. We use the concept of innovation capabilities as the core concept for comparing private and public service innovations. Service innovation within public service systems requires some of the same innovation capabilities as market-based service sectors. However, because public service systems are integrated in political systems, other, partly overlapping, innovation capabilities are required. The political system's lead is a particularity. Innovative co-production with users and the involvement of employees and their bricolage are important capabilities, which we find in both private and public services. Yet, in the public sector, these particular capabilities are related to the fact that employees and 'users' (citizens) may be driven by a public ethos towards adding value to the public sphere (Benington 2011) and service providers cannot abstain from delivering a given service if the context becomes wicked or complex. The capability of externalizing some services to external partners and create networks among public and private actors is important for innovation in public services. It involves such elements as being able to specify the services, coordinate public and private interests, create trust among public and private partners and justify externalization and collaboration vis-a-vis citizens.

show abstract