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This paper aims to identify the dimensions of a firm’s service innovation competence. This paper also aims to establish the relationship between a firm’s service innovation competence dimensions and customer-oriented service innovation configurations and customer adoption. This study probes the supply side of service innovation to assess the key drivers or capabilities that influence the service innovation process at the firm level.

This study uses the triangulation method using existing theoretical concept supplemented by 18 in-depth interviews of senior level managers from service firms from three sectors – hospitality, mobile telecommunication services and financial services. The interview findings were supplemented by 12 service innovation case studies (four from each sector). Content analysis of in-depth interviews was performed using three raters, and inter-rater reliability was tested. Case studies were categorized in terms of the strength of the innovation competence dimension observed.

Based on the content analysis of the interviews and categorization of case study observations, six distinct dimensions of the firm’s service innovation competence were identified. Four attributes of each dimension were also identified. Based on the interview insights and case observations, seven propositions are suggested, and a conceptual framework is presented to establish the relationship between the firm’s service innovation competence dimensions and service innovation configurations and customer adoption.

This study was conducted in the Indian context and remains to be tested using quantitative research. Therefore, researchers are encouraged to test the proposed framework in a different geographical context to ascertain its validity.

The conceptual framework presented in the paper may help managers of service firms in building innovation capabilities that are relevant to development of customer-oriented innovations. This would lead to better customer adoption of their new services.

This paper fills an important knowledge gap regarding the dimensions of a critical supply-side component of service innovation, that is, innovation competence. Clear identification of competence dimensions and their relationship with customer adoption extends the current knowledge on service innovation.

This paper addresses a major impediment to business‐to‐business service innovation. The focus is on the role played by the client in a service dominant offering, compared to product dominant offerings. Part of this concerns the concept of customer input uncertainty includng the diversity of customer demand and the customer’s disposition to participate in the innovation process. The paper concludes by tracking and innovation process in a consultation between a major global consulting firm and one of its clients.

The main goal of innovation is to improve customer service and products and also customer satisfaction. Taking into account the four types of innovation recognized by organization for economic co-operation and development, the purpose of this research is to understand how innovation can influence customer satisfaction, specifically in the hotel industry.

The data collection was done through qualitative (interview) and quantitative methods (questionnaire). For the quantitative data processing, the Statistical Package for Social Science software was used through statistical inference methods.

The results show the influence of the four dimensions of innovation on customer satisfaction. These results confirm previous studies on the influence of service, marketing and process innovation on customer satisfaction. However, the results also show the positive relation between customer satisfaction and organizational innovation as well as the relationship between organizational innovation and the other types of innovation.

The results of this study were based only on one hotel unit. The extension to other cases may strengthen the results.

The confirmation that customer satisfaction is associated with innovation, in its four dimensions, can contribute to better decision-making, not only for the hotel in the study but also for the sector.

Focusing on understanding the relation between the rate of innovation and its impact on customer satisfaction, the study expands the knowledge about the importance of services innovation on a specific hotel in Madeira.

Examines the differences in internal and external inputs to the new service development process for two innovations within the same firm. The differences are explored for the most versus least successful innovations. The article is an extension of earlier work on services innovation that compared successful firms to unsuccessful firms. Here the focus shifts from the firm to the individual innovations. Significant differences were found in the innovation level of success within the same firm for input by senior management; input by customer contact and non‐contact personnel; direct input from customers themselves; and in the amount of information used about that customer at three major stages of the development process.

This article aims to investigate the nature and characteristics of business model elements required for successful service innovation. The authors examine which unique resources and capabilities product-centric firms should develop and deploy to pursue service innovation.

Data collected from several research projects support iterations across empirical data and theory, in an abductive process. Empirical data come from product-centric firms; interviews and focus groups were the main data collection methods.

Specific resources and capabilities are needed for the proposed business model elements, as defined by the overarching strategy and structure. Firms can approach the process of service innovation from different starting points and sequences, depending on the context.

Because it takes a synthesizing approach, this research lacks some detail. By taking a business model approach with a holistic perspective, it forgoes detailed descriptions to provide greater breadth.

Managers can use business models as tools to visualize changes, which should increase internal transparency, understanding, and awareness of service opportunities and necessary changes. Dependencies exist among elements; a change in one element likely affects the others. This study provides insights into which efforts are necessary and offers managers a guiding framework.

By providing a multidimensional perspective on service innovation, this study merges various previous research into a synthesized discussion. Combining a resources and capabilities perspective with a business model framework also leads to new insights regarding service innovation and associated activities.

The present study aims to develop a measure of the market‐creating service innovation (MCSI) proposed by Berry et al., verify the typology, identify the relationship between MCSI and each new service development (NSD) stage, and assess the degree to which the role of customers involved in each NSD stage contributes to each type of MCSI.

A mail survey was sent to service companies in Taiwan, the target respondents being senior managers with experience in developing successful new services in the past three years. A total of 179 usable questionnaires were collected, resulting in a respondent rate of 21.2 per cent. The responses covered a wide range of service industries.

The present study confirms that the four MCSIs proposed by Berry et al. do indeed exist in practice. The degree of association between each NSD stage and each type of MCSI varies according to MCSI type. The statistical weights for customers involved in each type of MCSI are also different.

This study extends a theoretical mechanism of NSD that customers indeed contribute to service innovation, but their involvement varies depending on the characteristics of the service innovation.

Utilizing a new scale of MCSI, service providers can evaluate what types of MCSI are a better fit for their business.

This study provides a better understanding of MCSI, which helps service providers to properly allocate their limited resources. In addition, this study clarifies the degree to which the values of customer involvement in NSD contribute to MCSI.

The purpose of this article is to present the outcome of a co‐creation service innovation project, both to understand the possible outcome when using a process model and to achieve a better understanding of how customers experience participation in co‐creation in an open service innovation project. The article also discusses the outcome of co‐creation in terms of new knowledge concerning customers' needs, both expressed and latent needs compared to the knowledge gained through a regular guest survey.

The study is based on 29 in‐depth interviews that were conducted subsequent to participation as visitors in a service innovation project which involved testing a model for user involved service innovation. In the process model users were asked to be attentive and produce real time documentations. The co‐creation in this case thus occurred when obtaining input for service innovation ideation.

Participants (visitors to a Swedish zoo), had mixed opinions about their participation in the project. Favourable experiences, such as benevolence and deepened relationships, were balanced by unfavourable experiences such as incapability and intrusion. Also a user involved service innovation approach as the one studied provides valuable knowledge about customers suggested to be useful for service innovation. Users presented a wide range of real time documentations; from brief comments about certain aspects of their experience to more detailed suggestions for future services.

The study provides empirical evidence regarding the importance of adopting a user's perspective towards service innovation. This is unlike previous research, which has been limited to the study of how companies perceive and can manage co‐creation in a manner that is beneficial for them. The study also connects to this perspective by suggesting that co‐creation both enhances opportunities for successful service innovation and provides a deeper understanding of customers' needs.

The purpose of this study is to investigate the role of perceived value and innovativeness (service concept newness and relative advantage) in promoting customer brand engagement behaviors (CBEBs) and brand loyalty.

The conceptual model was empirically tested using nationwide survey data from 430 customers of Uber in Australia. The data were analyzed using structural equation modeling.

The results of this study show that collecting brand information is positively influenced by perceived value, service concept newness and relative advantage. Participating in brand marketing activities is positively influenced by service concept newness and relative advantage. Interacting with others is positively influenced by perceived value and service concept newness. Subsequently, brand loyalty is positively influenced by participating in brand marketing activities and interacting with others. The direct impacts of perceived value and relative advantage on brand loyalty are also established.

This study only collected data from Uber customers. Another limitation of this study is the use of cross-sectional data.

To promote brand loyalty, service innovation needs to have both the right characteristics (i.e. perceived value, service concept newness and relative advantage) and practices that foster customer brand engagement behaviors.

Although service-dominant logic (SDL) is a theoretical lens used by research in the areas of service innovation and customer engagement, empirical studies that integrate the two areas remain limited. The findings of this study suggest a new mechanism in which service innovation can increase loyalty through increased CBEBs.

Service innovation has been one of the essential elements to meet the customers’ requirements, but few studies discuss service innovation regarding behavioral intention in the insurance industry. This paper aims to investigate the effects of service innovation on customer behavioral intention and examines the role of word-of-mouth (WOM) and corporate social responsibility (CSR).

This paper used a survey to assess consumer behavioral intention regarding service innovation activities from life insurance. Questionnaires were administered to consumers who have purchased life insurance in Taiwan and the survey questions were tested through factor analysis. An analysis of multiple and hierarchical regression was performed to test the hypotheses.

The empirical results demonstrate that life insurance service innovation has a significantly positive influence on WOM and behavioral intention. Additionally, WOM has a partially mediating effect between service innovation and behavioral intention. Furthermore, the study indicates that CSR has a moderating effect on the relationship between service innovation and behavioral intentions.

Considering the uniqueness of this study in the context of Taiwan, the research draws on signaling theory as the framework to explore service innovation and the impact of social responsibility on consumer behavioral intentions in the Taiwanese insurance industry. Additionally, the results can be considered a service marketing strategy and are applicable to the financial service industry in some developing Asian countries

Developing new green services is critical to a hospitality organization’s achievement of sustainable goals as well as competitive advantage. This study aims to unravel the mechanisms through which organizations with green entrepreneurial orientation (green EO) can foster green service innovation.

The data set for testing these mechanisms was garnered from employees and managers who worked in hotels based in an Asia-Pacific market. A multilevel analysis was conducted on this data set.

The results revealed the positive nexus between organizational green EO and green service innovation perceptions. The results of the study further lent credence to employee green creativity as a mediation path for such a relationship. Furthermore, customer involvement was found to fortify the linkage of green EO with employee green creativity and the linkage of employee green creativity with green service innovation perceptions.

The results suggest to hotel organizations how to optimally translate their green entrepreneurial strategy into new green services that meet customer preferences and societal expectations.

This inquiry extends the hospitality management literature by linking green EO to green service innovation of hospitality organizations as well as identifying the mediation and moderation mechanisms underlying this link.