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The purpose of this paper is to review key research contributions that may be useful for rethinking service innovation. Service innovation is not a monolithic construct;…
The purpose of this paper is to review key research contributions that may be useful for rethinking service innovation. Service innovation is not a monolithic construct; therefore, the opportunities for further research are multidimensional and interdisciplinary.
A summary analysis of extant literature identifies valuable contributions and fundamental methodological issues from various perspectives. The proposed directions for future research entail where to innovate, how to innovate, and what to innovate in services.
The analysis and discussion lead to a multidimensional framework of service innovation, with a particular emphasis on organizational and customer cocreation perspectives.
This article contains guidelines and real‐world examples to help practitioners and policy makers develop service innovation strategies through the consideration of different levels, organizations, and perspectives.
This article offers a relevant source of ideas and guidance for anyone interested in research and practice related to rethinking service innovation.
The paper aims to discuss how services and service innovation are inter‐linked and support organisational innovation. In particular, the reorganisation of operations and…
The paper aims to discuss how services and service innovation are inter‐linked and support organisational innovation. In particular, the reorganisation of operations and the introduction of new organisational arrangements are examined and conceptualised for further empirical analysis.
Based on the analysis of the different, most recent developments in the literature and practical experiences, a conceptual framework is developed that incorporates service and organisational innovation.
The developed conceptualisation focuses on the role of services and service innovation, and the emerging interactions between organisations and services providers, where facilitators play a role. Accordingly, services are no longer a secondary instrument of the value chain. Instead, they have become essential and may add value from their involvement, for example, in product design, business management, procurement in global markets, and support to customers' participation in value creation.
The paper provides a concept derived from an in‐depth literature analysis. In a next step an empirical analysis based on the proposed concept would complete the theoretical findings.
The proposed conceptual framework supports the overall recognition of service and organisational innovation as a powerful mechanism to gain competitive advantage for companies.
This paper proposes for the first time a conceptual framework that shows that organisational innovation turns into a prevailing tool that facilitates the integration of service innovations into the value chains of companies, and thus the increasing level of inter‐connectedness required for firms' competitiveness.