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While co-innovation with third parties (e.g. customer or supplier) has been widely documented, the literature seems to pay scant attention on co-innovation with business partners. Building on the resource dependence theory (RDT) and the input-process-output model, the purpose of this paper is to examine how four criteria of business partner selection affect service delivery co-innovation, which, in turn, influences firms’ competitive advantage.

A mail survey was sent to 600 IT service firms in Taiwan, the target respondents being senior marketing managers in charge of collaborative new service development. A total of 120 usable questionnaires were collected, for a response rate of 20 percent.

The findings support the argument that all four criteria of business partner selection have positive relationships with service delivery co-innovation. Meanwhile, adopting these criteria, firms’ service delivery co-innovation is able to create superior competitive advantage.

The findings enrich the existing literature by proposing and empirically confirming that the use of appropriate criteria to select business partners enhances the effectiveness of firms’ service delivery co-innovation and competitive advantage.

Managers must be aware of the criteria to select their business partners, in terms of developing service delivery co-innovation.

This study adds to the service innovation literature by providing support for the RDT that partner reliability, partner complementarity, partner expertise, and partner compatibility are important business partner selection criteria to create service delivery co-innovation and achieve firms’ competitive advantage.

Knowing the factors influencing the success of collaborative innovation is particularly relevant for both academics and practitioners. Nonetheless, many studies have regarded the megatrends influencing innovation imperatives, the development of co-innovation strategies, the selection of partners and the involvement of user communities, but not so much the understanding of how the co-innovation process is concretely designed and managed. Adding to extant research, the purpose of this paper is to explore how companies collaborate in co-innovation processes.

A longitudinal, single case study has been conducted on the co-innovation process between Loccioni, an Italian medium-sized, high tech family firm, and Pfizer, one of the largest companies operating in the pharmaceutical sector.

From the case study analysis, three main results have emerged. First, the role of medium-sized companies in leading the co-innovation process as both the initiator and orchestrator. Second, the interplay between the local and the global dimension of co-innovation and the importance of (un)formal roles in innovation. Third, the “double funnel” of co-innovation, linking both the technological and the relational dimensions. Specifically, the case highlights the relevance of the relational – beyond the technological – aspects of co-innovation, providing a relational model that links the geographical dimensions (local/distant) and the role of specific individuals.

The paper presents an example of how a medium-sized firm has implemented its co-innovation process, shedding new light on possible barriers and success factors that other smaller or similar companies may follow when dealing with large multinationals.

Using multiple theoretical lenses, the paper develops and empirically tests a service design-based framework of effective customer participation (CP) in service delivery. Particularly, the paper examines the impact of customer education on effective CP, besides the latter's effect on service quality. The direct and moderating effect of service modularity on the association between customer education and effective CP is also studied.

Covariance-based structural equation modeling is used to test the hypotheses using the survey data collected from the healthcare industry within Pakistan.

The results lend support for the presence of individual and mutually reinforcing effects of customer education and service modularity on effective CP in service delivery, ultimately affecting service quality.

Building on the CP and customer learning literature, this research extends the work on antecedents and consequences of effective CP in the larger domain of the service design and service delivery literature.

The findings reveal that service managers should design services such that by design, CP is ingrained within service delivery processes so that it is effectively managed during service delivery for superior service quality.

Given the already scant research that has either taken a narrower view of CP (mostly in pre- or post-service delivery), the current research makes one of the initial attempts to identify, theorize and empirically test the service design level antecedents for holistic CP spanning over the physical, behavioral and informational participation during the service delivery.

The purpose of this study is to recognize the facilitators and inhibitors of value co-creation in the industrial service environment.

First, a systematic literature review (SLR) based on the systematic search flow (SSF) method was conducted, using six databases. Then, the content analysis proposed by Bardin (2011) was used to analyze the selected papers from SLR.

The authors identified a total of 11 facilitators and four inhibitors of value co-creation in industrial services. The findings show that concerning facilitators, the involvement of actors and synergy among participants reported a higher presence. As for the inhibitors, incompatibility among actors and actors' inexperience in the context of value co-creation were the ones that registered the most frequency.

Even though the SLR covered a large proportion of the studies available, this research may not have enabled a complete coverage of all existing peer-reviewed papers in the field of value co-creation in industrial services.

This study assists managers in enhancing the performance of the value co-creation process. This is because, by knowing both the facilitators and inhibitors, managers can have an improved understanding of this process, thereby pondering these elements on the elaboration of their strategies and decision-making.

This study is one of the first attempts to recognize both the facilitators and inhibitors of value co-creation in industrial services.

In the contemporary business environment, companies must constantly consider methods to enhance their competitive advantage and create value for their customers. The purpose of this paper is to develop a research model based on a business ecosystem view. Within a business ecosystem, the authors identified the key factors of co-development and the manner in which these factors affect a company’s innovation performance.

The theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from information and communication technology (ICT) and hotel industries in Taiwan.

In both industries, the results suggest that a firm’s co-development within its own ecosystem has positive effects on innovation performance. For companies in the ICT industry, collaborative networks and partner selection have significant impacts on the firms’ co-development, but their information technology (IT) capability does not; in contrast, in the hotel industry, partner selection and IT capability have significant impacts on firm co-development, but their collaborative network does not.

This study contributes to the literature of business ecosystem and co-development by offering a co-development model. As both conceptual and empirical research on this topic is still underdeveloped, this study provides fresh insights into collaboration management and offers significant theoretical and managerial implications from a business ecosystem perspective.

While service innovation is an important issue for manufacturers, relatively little research lends empirical support to the perspective that service innovation enhanced by collaborative competence may impact the competitive advantage of original equipment manufacturing (OEM) suppliers. This study aims to advance a service-dominant logic by empirically investigating the linkage between collaborative competence, service innovation and competitive advantage for OEM suppliers.

Surveys were completed by representatives of 142 Taiwanese OEM suppliers in the electronics industry.

The results of path analysis suggest that information competence and coordination competence have positive effects on both exploitative service innovation and explorative service innovation. There only appears to be a significant relationship between joint innovation competence and explorative service innovation. Furthermore, two-pronged service innovations contribute to a supplier’s internal and external competitive advantage.

The empirical findings have important research and practical implications that help elucidate the antecedents and outcomes of OEM suppliers’ service innovation.

Digital service innovation (DSI) is a type of technological innovation that is recognized in practice in the innovation structure of companies. Given the breadth of digital technologies that enable digital services and the variety of these services, analysis is needed to discern the nature of these services, as well as the process that culminates in co-innovation. The literature on DSI is fragmented and spread across multiple research areas. This fragmentation impedes conceptualization of the elements that constitute DSI. This paper describes the nature of DSI through the process and elements of initiation, adoption and routinization of DSI in the context of digital service platforms (DSPs).

This paper presents a single exploratory case study of a provider of a leading digital solution in customer relations. The data analysis is based on abductive reasoning.

The paper conceptualizes the nature of DSI and describes the process and elements of DSI (phases, actors, functions and interactions). It contributes to building a common language for DSI research in service management. The analysis shows that DSI in DSPs is synonymous with co-innovation. This paper offers insight into how co-innovation occurs, using hybrid agile methodologies with the coordination of multiple actors and multilateral interactions.

The originality and value of the study reside in its conceptualization and analysis of what is meant by DSI. The components of the service and the technological requirements for not only provision but also ideation and development appear to be inseparable. The study unveils the mechanisms that turn a digital service solution into a co-innovative proposal. This knowledge can facilitate scalability in digital services.

Previous work has asserted that the co-innovation process in the music business is composed of four stages, i.e. co-discovery, co-creation, co-delivery and co-capture. This study aims to re-examine and validate this proposed conceptualisation by gathering and interviewing additional respondents, specifically academics and professional event organisers, who were not formerly involved. By gaining more insight from different stakeholders, this study expects to gain more reliable results regarding the proposed concept derived from the previous study.

This study uses the case study method by carrying out qualitative interview data collection from 11 respondents. Narrative analysis is used in examining the findings. Pattern matching is used as the basis of the analysis using the proposed conceptualisation from co-discovery to co-capture of co-innovation as the rival analysis to the empirical findings discovered in this study. This paper also discusses how the validity and reliability of the qualitative analysis carried out are ensured.

This study supports the notion that the co-innovation process in the music industry follows the four stages of co-discovery, co-creation, co-delivery and co-capture. The respondents, from different professional backgrounds, interviewed in this study indicated and validated that the proposed framework aligns with their actual practices, expectations and realities, along with their specific roles in the music industry’s ecosystems.

The results of this study can be used as a reference in developing guidelines or policies for co-innovation practices in the music business, which previous studies have not explored, e.g. focusing only on preconditions for positive collaboration, open license and music for co-creation or discussions that are merely conceptual.

This study validates the co-innovation process in the music business proposed by the previous works, which integrates the value chain thinking concept within the analysis.

The purpose of this paper is to introduce and test customer perceptions of four types of value co-creation (VCC), explore VCC a priori condition of relatedness, operationalized as commercial friendship, examine customer voluntary participation in VCC through initiation (customer vs company), and the influence of these factors on relational outcomes of VCC: satisfaction, loyalty and trust.

A scenario-based 2×2×4 experimental design was set in a destination resort context: weak vs strong commercial friendship, customer vs company co-creation initiation and four types of VCC. The 248 resort guests were equally and randomly assigned to experimental conditions. Multivariate analysis of variance and repeated measures analysis of variance was utilized.

Results demonstrated that customers perceived VCC processes differently. Co-creation of experience and co-recovery outcomes had significantly higher relational outcomes when compared to co-creation of marketing and co-innovation. Experiencing stronger commercial friendship, as customer–company relatedness and being invited to co-create resulted in stronger customer relational outcomes.

The core theoretical contribution of this study is the comparative analysis of customer perceptions of four distinctly different types of VCC: co-innovation, co-creation of experience, co-creation of marketing and co-recovery. A priori conditions of relatedness and co-creation initiation were established as antecedents of VCC processes among customers and service providers. When a service provider initiates VCC, it can positively affect customers’ relational outcomes of satisfaction, loyalty and trust.

Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages. This study aims to explore the competence-based marketing capabilities of suppliers based on competence-based marketing view. It integrates resource-based theory and resource dependence theory to conduct a detailed evaluation of the impact of competence-based marketing capabilities on collaboration development, which is classified as either exploitative or explorative collaboration between buyers and suppliers.

The partial least squares method was used to analyse and find direct support for the authors’ hypotheses based on cross-sectional data from a sample of 116 Taiwanese OEM suppliers.

The results find no support as recent arguments that the marketing of competence would directly affect collaborative relationships in a buyer–supplier relationship. The two mediating roles of relative attention from buyers and relationship learning with buyers were confirmed. The empirical findings indicated that relative attention from buyers partially mediates the relationship between competence-based marketing capabilities and exploitative collaboration development, while relationship learning completely mediates the relationship between competence-based marketing capabilities and two-pronged collaboration development.

This study provides a thorough examination of competence-based marketing capabilities, which have attracted substantial attention from business scholars but empirical research investigating and discussing how suppliers develop new collaborations with buyers is lacking.