Service innovation capabilities as the precursor to business model innovation: a conditional process analysis

Kiani, Malkah Noor; Ahmad, Mehboob; Gillani, Syed Hussain Mustafa

doi:10.1080/19761597.2019.1654398

Cited by 7 publications

(4 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…From among the various methods for approximating a firm's capabilities and BMI [62,63], for this study we adopted the approach of Janssen et al [64], as to our knowledge this is one of the methods that comes closest to quantitatively measuring innovation capabilities in BMI [65]. Furthermore, Kiani et al [66] recently showed the positive relationship of these capabilities on BMI. Thus, we further adapted these BMICs to an SME context, defining them as (1) sensing customer needs, (2) sensing technological options, (3) conceptualizing and experimenting, (4) collaborating and (5) BMI strategy.…”

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

“…Specifically, the management approach refers to the long-term managerial orientation [82] and the managerial promotion of an innovative culture in the firm [57] as drivers of BMI. In complementary fashion, the paper refers to five specific dynamic capabilities for BMI [66]: (1) sensing customer needs, (2) sensing technological options, (3) conceptualizing and experimenting, (4) collaborating and (5) BMI strategy.…”

Section: Research Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Business Model Innovation in Established SMEs: A Configurational Approach

Ibarra

Bigdeli

Igartua

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management.

show abstract

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

Section: Research Frameworkmentioning

confidence: 99%

Business Model Innovation in Established SMEs: A Configurational Approach

Ibarra

Bigdeli

Igartua

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

show abstract

“…The three main concerns of the study are to (1) identify the most effective and sustainable factors that strongly encourage GIC to increase the GPIP of hotels, (2) determine whether GKS aids IWB in increasing the hotels' GPIP and (3) examine the mediating effect of GKS on the relationships between GIC, IWB and hotels' GPIP. This study focuses on Pakistan’s hotel sector because it is expanding and requires environmental consciousness and innovative performance for organizational competitiveness (Kiani et al ., 2019). The hotel industry implements the GPIP through green environmental management, and it encourages group participation in decision-making to increase knowledge (Sharif et al ., 2023).…”

Section: Discussionmentioning

confidence: 99%

The effect of green intellectual capital and innovative work behavior on green process innovation performance in the hospitality industry

Shahbaz,

Naseem,

Battisti

et al. 2024

JIC

View full text Add to dashboard Cite

PurposeThis study examines the direct and indirect effects of green intellectual capital (GIC) and innovative work behavior (IWB) on green process innovation performance (GPIP), with green knowledge sharing (GKS) as a mediator, in Pakistan’s hospitality industry. The aim is to provide a paradigm for assisting companies in transforming strategic green processes of green hotel innovation and its practices.Design/methodology/approachA total of 203 questionnaires were administered to front-desk officers of 15 hotels in Pakistan. Smart PLS-SEM 4 was used for analysis, and demographic statistics were analyzed using SPSS 21.0.FindingsGIC (green human capital, green organizational capital and green relational capital) and IWB significantly and positively influence GPIP. GKS strengthens the relationships of GIC and IWB with GPIP. Finally, all hypotheses were significant and the constructs showed a positive association.Originality/valueResearch studies have revealed the impact of GIC on the hotel industry’s competitive advantage. However, the mechanisms underlying those impacts remain relatively underexplored. This study makes valuable contributions by providing crucial evidence from Pakistan’s hospitality industry.

show abstract

“…It has also been found from the review of literature that the different researchers have conducted detailed research on the concept of innovation capabilities in varying perspectives (Kiani, Mustafa, & Ahmad, 2019;Kiani, Ahmad, & Gillani, 2019). Despite the existence of researches relating innovation capabilities, still there is a need to further validate this construct.…”

Section: Introductionmentioning

confidence: 99%

What Brings the Innovation in Business Model(s)? Evidence from Pakistan Mobile Banking Sector

Kiani¹,

Gillani²

2020

SAJMS

Self Cite

View full text Add to dashboard Cite

Establishment of a new form of business model(s) by carrying many B2B partnerships among banks, cellular companies and government institutions, etc. serves the necessity for the survival in complex dynamics of newly emerged Pakistani mobile-banking sector. This study intends to examine the elements that influence extent of innovation in formation of new business model(s) among this newly emerged service sector. Four research questions have been developed. The questionnaire has been filled by 345 top executives and middle managers chosen through stratified sampling strategy. The gathered data was analyzed using the regression-based conditional process analysis (Hayes, 2017). The findings revealed some vital pieces of information for both practitioners and academicians. The significance of work is justified with the fact that this study effort to address some of the research gaps of existing literature body.

show abstract

Service innovation capabilities as the precursor to business model innovation: a conditional process analysis

Cited by 7 publications

References 25 publications

Business Model Innovation in Established SMEs: A Configurational Approach

Business Model Innovation in Established SMEs: A Configurational Approach

The effect of green intellectual capital and innovative work behavior on green process innovation performance in the hospitality industry

What Brings the Innovation in Business Model(s)? Evidence from Pakistan Mobile Banking Sector

Contact Info

Product

Resources

About