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1 – 10 of over 3000Christian Kowalkowski, Jochen Wirtz and Michael Ehret
Technology-enabled business-to-business (B2B) services contribute the largest share to GDP growth and are fundamental for an economy’s value creation. This article aims to…
Abstract
Purpose
Technology-enabled business-to-business (B2B) services contribute the largest share to GDP growth and are fundamental for an economy’s value creation. This article aims to identify key service- and digital technology-driven B2B innovation modes and proposes a research agenda for further exploration.
Design/methodology/approach
This conceptual paper adopts a techno-demarcation view on service innovation, encompassing three core dimensions: service offering (the service product, or the “what”), service process (the “how”) and service ecosystem (the “who/for whom”). It delineates the implications of three digital technologies – the internet-of-things (IoT), intelligent automation (IA) and digital platforms – for service innovation across these core dimensions in B2B markets.
Findings
Digital technology has immense potential ramifications for value creation by reshaping all three core dimensions of service innovation. Specifically, IoT can transform physical resources into reconfigurable service products, IA can augment and automate a rapidly expanding array of service processes, while digital platforms provide the technical and organizational infrastructure for the integration of resources and stakeholders within service ecosystems.
Originality/value
This study suggests an agenda with six themes for further research, each linked to one or more of the three service innovation dimensions. They are (1) new recurring revenue models, (2) service innovation in the metaverse, (3) scaling up service innovations, (4) ecosystem innovations, (5) power dependency and lock-in effects and (6) security and responsibility in digital domains.
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Orlando Troisi, Anna Visvizi and Mara Grimaldi
Digitalization accelerates the need of tourism and hospitality ecosystems to reframe business models in line with a data-driven orientation that can foster value creation and…
Abstract
Purpose
Digitalization accelerates the need of tourism and hospitality ecosystems to reframe business models in line with a data-driven orientation that can foster value creation and innovation. Since the question of data-driven business models (DDBMs) in hospitality remains underexplored, this paper aims at (1) revealing the key dimensions of the data-driven redefinition of business models in smart hospitality ecosystems and (2) conceptualizing the key drivers underlying the emergence of innovation in these ecosystems.
Design/methodology/approach
The empirical research is based on semi-structured interviews collected from a sample of hospitality managers, employed in three different accommodation services, i.e. hotels, bed and breakfast (B&Bs) and guesthouses, to explore data-driven strategies and practices employed on site.
Findings
The findings allow to devise a conceptual framework that classifies the enabling dimensions of DDBMs in smart hospitality ecosystems. Here, the centrality of strategy conducive to the development of data-driven innovation is stressed.
Research limitations/implications
The study thus developed a conceptual framework that will serve as a tool to examine the impact of digitalization in other service industries. This study will also be useful for small and medium-sized enterprises (SMEs) managers, who seek to understand the possibilities data-driven management strategies offer in view of stimulating innovation in the managers' companies.
Originality/value
The paper reinterprets value creation practices in business models through the lens of data-driven approaches. In this way, this paper offers a new (conceptual and empirical) perspective to investigate how the hospitality sector at large can use the massive amounts of data available to foster innovation in the sector.
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This study aims to focus on a specific project marketing concept, i.e. “discontinuity,” and analyzes how this concept emerged in project marketing, becoming its key scholarly…
Abstract
Purpose
This study aims to focus on a specific project marketing concept, i.e. “discontinuity,” and analyzes how this concept emerged in project marketing, becoming its key scholarly embodiment, how it became decoupled from the increasingly service-intensive project business practice and what the relevance of discontinuity is for project marketers moving forward.
Design/methodology/approach
This study is built on a systematic literature review of 31 years (1993–2023) of publishing data from major marketing and management journals.
Findings
This study provides three findings. First, the author reveals the risks related to marketing scholars and practitioners losing sight of each other as business practices evolve much faster than scholarly research can keep up. Second, the author highlights the role of interdisciplinary collaboration in advancing conceptual innovations. Finally, the research elucidates the need for broader metatheoretical reflection to keep this research tradition on an upward trajectory.
Research limitations/implications
The aim of this study is not to criticize project marketing, as many strands of business-to-business (B2B) marketing face the same challenge, but to elucidate a need for conceptual innovations, collaboration with practitioners and other disciplines and broader metatheoretical reflection to keep this research tradition on an upward trajectory.
Originality/value
This study makes several contributions to the project marketing research tradition. First, it reviews the emergence and dissipation of the concept of discontinuity, drawing on semantical, etymological and epistemological insights. It also reflects on recent disruptions in the marketplace and envisions future research trajectories for this elusive concept. In addition, the author develops a conceptual framework that combines project types with exchange elements in project and service businesses. This conceptual framework helps elucidate what part of the exchange is continuing and what is discontinuing in the resulting business relationships. Furthermore, the research contributes to B2B marketing more broadly by highlighting the fleeting correspondence between theory and the real world. It underscores the need for constant updates to maintain relevance.
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Mario Rapaccini, Marco Paiola, Lino Cinquini and Riccardo Giannetti
This study aims to investigate the contribution of knowledge-intensive business services firms to small- and medium-sized manufacturers’ digital servitization journeys, addressing…
Abstract
Purpose
This study aims to investigate the contribution of knowledge-intensive business services firms to small- and medium-sized manufacturers’ digital servitization journeys, addressing the standardization versus customization dichotomy of services and solutions provision.
Design/methodology/approach
To identify the challenges that small- and medium-sized firms must face in the digital servitization journey and the role that knowledge-intensive business services firms may play in the innovation processes, the authors conduct a review on two still unrelated literature streams and develop a longitudinal single-case study, with a particular focus on knowledge generation mechanisms.
Findings
Digital servitization is a particularly challenging transformational journey for minor firms. Knowledge-intensive business services firms can act as sources, facilitators, and carriers of knowledge, and they can orchestrate further contributions of other external partners and firms.
Research limitations/implications
The paper contributes to theory describing the roadmap and the role of external service providers in digital servitization journeys of smaller firms’, that are frequently excluded from mainstream research although being the backbone of European economies.
Practical implications
Digital servitization in minor manufacturing firms requires a long-term orientation and a multi-stage roadmap. Mixing standardized technology-based solutions and complementary professional services, knowledge-intensive business services firms can significantly contribute to lowering the journey’s uncertainties, operational complexity, and costs.
Originality/value
The paper sheds lights on how the collaboration between knowledge-intensive business services firms and small manufacturers generates novel knowledge and capabilities that contribute to takle the challenges of the different stages of the digital servitization roadmap.
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In servitization research, there has been a call to move further toward the development of business models based on a service approach. This article aims to answer this call by…
Abstract
Purpose
In servitization research, there has been a call to move further toward the development of business models based on a service approach. This article aims to answer this call by adopting service logic (SL) and developing strategies and organizational resources and processes to create a service-centric business model called servification, defined as the process of identifying and developing strategies and organizational resources and processes to create a business model based on SL.
Design/methodology/approach
This article is conceptual and extends servitization in the direction of service-centric business model innovation by drawing on and extending SL.
Findings
The article defines service as a higher-order concept according to SL and develops the concept of a helping strategy as the foundation for a service-based business model. Further, it develops a typology of organizational resources and processes that must be developed for the emergence of such a business model.
Research limitations/implications
Since this article is the first to conceptually develop servification, more both theoretical and empirical research is naturally required. The development of servification takes servitization in the direction of service-based business model innovation and also contributes to the research on SL.
Practical implications
Servification enables the development of service-centric strategies and organizational resources and processes and service-based business models.
Originality/value
This article is the first to adopt SL in studies of business model innovation.
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Khadijeh Momeni, Eija Vaittinen, Markus Jähi and Miia Martinsuo
Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers…
Abstract
Purpose
Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers, employees and distributors. The purpose of this paper is to identify and analyse the requirements of different actors and the interconnectedness between their requirements in introducing smart services.
Design/methodology/approach
An embedded single-case study was conducted with a manufacturing firm and its network, including its sales and service personnel, customers and external salespeople. Data were collected via 30 in-depth interviews.
Findings
The paper advances the multi-actor perspective by identifying the requirements of key actors for introducing smart services. These requirements were divided into eight categories: value of smart services, reliability of smart services, competence for smart services, data security and management, attitude towards services, reliance, knowledge of installed base of equipment and services and service reputation. The findings reveal the interconnectedness of different actors’ requirements for introducing new smart services and how discussion and relationships between actors affected their requirements.
Practical implications
The findings represent a comprehensive template of requirements, as well as mapping the interconnectedness of actors’ requirements, serving as a practical guideline for managers.
Originality/value
This study characterises the introduction of smart services as a multi-dimensional, interconnected effort by manufacturing firms and their networks. It shows that service introduction cannot be viewed as manufacturer’s development task or customers’ adoption decision only. Propositions are offered on how multiple actors’ viewpoints can be combined to achieve success in introducing smart services.
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Marta Tkaczyk, Anna Salina, Jouni Lyly-Yrjänäinen and Teemu Laine
New service businesses carry opportunities for industrial companies. The different cost management and management control implications of those service businesses deserve…
Abstract
Purpose
New service businesses carry opportunities for industrial companies. The different cost management and management control implications of those service businesses deserve attention, which is a widely under-researched area in management accounting and control literature. Digital twins could hold potential in unveiling and supporting those new service business opportunities, as a unique approach of this paper. Thus, the purpose of this paper is to examine the possibility and potential for creating a digital twin of a service, especially to unveil the management accounting and control implications of the digital twin in developing new service businesses.
Design/methodology/approach
This paper investigates the potential of a digital twin in unveiling cost and control implications of new service businesses by examining the characteristics of a digital twin in the service business development context. The paper use an in-depth interventionist case study, where the designed animations illustrate the possibilities of a digital twin of a service. The animations showing the service process characteristics were first used as a communication tool and eventually those animations were actively used in customer cases for different purposes. This motivated the idea for examining the implications of such animations representing a digital twin of a service.
Findings
The paper provides empirical insights regarding the potential for developing and using a digital twin of a service for different cost management and management control purposes. The digital twin of a service may include all main details of a new service offering, simulating the functionality of a service, hence making the performance and the implications of the new service concept clear for all the stakeholders. The digital twin of the service enables defining the processes, setting targets and helps communication about the value generation. Thus, they represent a significant toolkit for the management accounting and control function of the manufacturers.
Originality/value
This paper is among the first attempts to understand the digital twin of the service. The paper is unique in providing financial and control implications of digital twins also in the context of service business development. The in-depth interventionist approach enabled an exceptional exploration process on the subject. The article paves the way toward further research on managing the digital twins of services in the future.
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Imoh Antai and Nonyelum Lina Eze
In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem…
Abstract
Purpose
In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem, came with the coronavirus disease 2019 (COVID-19) pandemic. Thus, this paper aims to investigate the impacts of the COVID-19 pandemic on interfirm relationships within the context of the digital ecosystem in Africa.
Design/methodology/approach
This study employs an explanatory–exploratory qualitative approach from an interpretivist stance to investigate the impacts of the COVID-19 pandemic on interfirm relationships. The authors conducted seven in-depth interviews with top management executives in a Nigerian technology company, together with the company's archival data that provided the pre, during and post pandemic (2018–2021) business-to-business (B2B) relationship structures, to determine how these relationships have been affected.
Findings
The results suggest that the pandemic had a minimal effect on partnership relationships in the B2B ecosystems of the case company but affected only non-partnership relationships.
Research limitations/implications
The authors' qualitative study is interpretive and the sample size is limited. Hence, there is a need for caution in generalizing the findings. The framework can be further validated across a wider population.
Practical implications
Partnerships can help organizations weather business crises. Consequently, organizations should maintain a healthy number of partnership relations to deal with periods in which challenges emerge in the business landscape. In other words, with tight contracts and a strategic focus on goals and objectives, partnership relations can help organizations weather business crises.
Originality/value
This study builds upon the burgeoning body of literature on digital ecosystems within the African context, which is a relevant contextual contribution.
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Krzysztof Borodako, Jadwiga Berbeka, Michał Rudnicki and Mariusz Łapczyński
This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and…
Abstract
Purpose
This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and market) affects organizational performance (OP) with the inclusion of knowledge management (KM) as a mediator and technological readiness (TR) as a moderator in the model.
Design/methodology/approach
Questionnaires completed by business service companies were analyzed using multiple regression analysis (path analysis), including the mediating variable (KM) and moderating variable (TR). The construct was validated with positive outcomes.
Findings
Of the eight hypotheses, six were supported. The study results show that strategic, technological, organizational culture and market dimensions of IO positively influence KM. On the other hand, KM plays an important role as a mediator in supporting the relationship between the four dimensions of IO and performance. Moreover, TR, as a moderator, positively affects the relationship between KM and OP.
Originality/value
The study is the first to explore the relationship between six dimensions of IO and KM in business service sector. Furthermore, this study provides evidence that TR can be beneficial for companies with respect to effective KM, which leads to the better performance.
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