The Experts below are selected from a list of 100635 Experts worldwide ranked by ideXlab platform

Lars Witell - One of the best experts on this subject based on the ideXlab platform.

  • Incremental and Radical Service Innovation in Healthcare
    Handbook of Service Science Volume II, 2018
    Co-Authors: Peter Samuelsson, Lars Witell, Patrik Gottfridsson, Mattias Elg
    Abstract:

    The growing cost and demand of healthcare is a major concern globally. Service Innovation has been put forward as a top priority to address the challenges of healthcare. However, the concept of Service Innovation is poorly understood, in particular the differences between incremental and radical Service Innovation. The chapter makes two important contributions. Firstly, it conceptualizes incremental and radical Service Innovation based on internal and external changes; in particular, it identifies four types of Service Innovations. Secondly, it explores the effects and diffusion processes of Service Innovation. It aids practitioners and researchers to understand radical Service Innovation in a new way and to shed light on effects and diffusion of Service Innovation in healthcare.

  • Incremental and radical open Service Innovation
    Journal of Services Marketing, 2018
    Co-Authors: Per Myhrén, Lars Witell, Anders Gustafsson, Heiko Gebauer
    Abstract:

    Open Service Innovation is an emergent new Service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open Service Innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open Service Innovation archetypes are used for incremental and radical Service Innovation.,For the research, a nested case study was performed, in which an industrial firm with nine open Service Innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open Service Innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open Service Innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open Service Innovation were identified.,The nested case study identified three archetypes for open Service Innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical Service Innovation and that a firm can have multiple open Service Innovation groups using different archetypes.,This study provides suggestions on how firms can organize for open Service Innovation. The identified archetypes can guide managers to set up, develop or be part of open Service Innovation groups.,This paper uses open Service Innovation as a mid-range theory to extend existing research on new Service development in networks or Service ecosystems. In particular, it shows how open Service Innovation can be organized to develop both incremental and radical Service Innovations.

  • defining Service Innovation a review and synthesis
    Journal of Business Research, 2016
    Co-Authors: Lars Witell, Hannah Snyder, Anders Gustafsson, Paul W Fombelle, Per Kristensson
    Abstract:

    Research on Service Innovation appears in several research disciplines, with important contributions in marketing, management, and operations research. Although the concept is widely used, few research papers have explicitly defined Service Innovation. This dearth of research is the motivation for the present study. Through a systematic review of 1301 articles on Service Innovation appearing in academic journals between 1979 and 2014, this article examines research defining Service Innovation. The study identifies the key characteristics within 84 definitions of Service Innovation in different perspectives (assimilation, demarcation and synthesis) and shows how the meaning of the concept is changing. The review suggests that the large variety in definitions limits and hinders knowledge development of Service Innovation.

  • Exploring dualities of Service Innovation: implications for Service research
    Journal of Services Marketing, 2015
    Co-Authors: Lars Witell, Per Kristensson, Bo Edvardsson, Maria Colurcio, Laurel Anderson, Roderick J. Brodie, Line Lervik-olsen, Roberta Sebastiani, Tor W. Andreassen
    Abstract:

    Purpose - The purpose of this study is to explore three paradoxes of Service Innovation and provide a way forward for fresh thinking on the topic. Design/methodology/approach - Through a conceptual model of Service Innovation research, the authors challenge the "pro-change" bias and explore what can be learnt from the duality of Service Innovation. Findings - This paper suggests that research moves beyond a firm perspective to study Service Innovation on multiple levels of abstraction. A conceptual model based on two dimensions, level (individual, organization and society) and outcome (success, failure), is used to pinpoint and explore three dualities of Service Innovation: adopt-reject, change-static and good-bad. Originality/value - By challenging the traditional perspective on Service Innovation, the authors present new avenues for fresh thinking in research on Service Innovation. In this paper, the authors encourage researchers and managers to learn from failures and to acknowledge the negative effects of Service Innovation.

  • Service Innovation and Customer Co-development
    Handbook of Service Science, 2010
    Co-Authors: Bo Edvardsson, Per Kristensson, Anders Gustafsson, Lars Witell
    Abstract:

    Customer co-development is a core concept to understand Service Innovation . Our point of departure is that there is an untapped business potential from customer co-development, i.e. integration of customers, throughout the Service Innovation process. From a Service logic perspective, the customer has an important role both in Service production and Service Innovation. Most of the focus thus far has been on the role of the customer in production. We argue that there should be a relationship between the role of the customer in Service production and the potential role of the customer in Service Innovation. When there is a change in the process of Service production it ought to be followed by a change in the Service Innovation process. Customers can be integrated as interpreters and translators during various phases of the Service Innovation process. Companies must be able to understand and manage various customer roles as they complement one another; close and in-depth integration of customers throughout the Innovation process is important but at the same time also challenging.

Mark De Jong - One of the best experts on this subject based on the ideXlab platform.

  • capabilities for managing Service Innovation towards a conceptual framework
    Journal of Service Management, 2010
    Co-Authors: Pim Den Hertog, Wietze Van Der Aa, Mark De Jong
    Abstract:

    Purpose – The purpose of this paper is to identify and reflect on a set of dynamic capabilities for managing Service Innovation and applies a dynamic capabilities view (DCV) of firms for managing Service Innovation.Design/methodology/approach – This theoretical paper offers a conceptual framework for managing Service Innovation by proposing six dynamic Service Innovation capabilities. This framework builds on and is integrated with a model of Service Innovation that covers the possible dimensions where Service Innovation can take place. On this basis, avenues for future research into managing Service Innovation are identified and managerial implications discussed.Findings – The six dynamic Service Innovation capabilities identified are: signalling user needs and technological options; conceptualising; (un‐)bundling; co‐producing and orchestrating; scaling and stretching; and learning and adapting. It is hypothesized that successful Service innovators, which may include manufacturing firms developing into ...

Anders Gustafsson - One of the best experts on this subject based on the ideXlab platform.

  • Incremental and radical open Service Innovation
    Journal of Services Marketing, 2018
    Co-Authors: Per Myhrén, Lars Witell, Anders Gustafsson, Heiko Gebauer
    Abstract:

    Open Service Innovation is an emergent new Service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open Service Innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open Service Innovation archetypes are used for incremental and radical Service Innovation.,For the research, a nested case study was performed, in which an industrial firm with nine open Service Innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open Service Innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open Service Innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open Service Innovation were identified.,The nested case study identified three archetypes for open Service Innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical Service Innovation and that a firm can have multiple open Service Innovation groups using different archetypes.,This study provides suggestions on how firms can organize for open Service Innovation. The identified archetypes can guide managers to set up, develop or be part of open Service Innovation groups.,This paper uses open Service Innovation as a mid-range theory to extend existing research on new Service development in networks or Service ecosystems. In particular, it shows how open Service Innovation can be organized to develop both incremental and radical Service Innovations.

  • defining Service Innovation a review and synthesis
    Journal of Business Research, 2016
    Co-Authors: Lars Witell, Hannah Snyder, Anders Gustafsson, Paul W Fombelle, Per Kristensson
    Abstract:

    Research on Service Innovation appears in several research disciplines, with important contributions in marketing, management, and operations research. Although the concept is widely used, few research papers have explicitly defined Service Innovation. This dearth of research is the motivation for the present study. Through a systematic review of 1301 articles on Service Innovation appearing in academic journals between 1979 and 2014, this article examines research defining Service Innovation. The study identifies the key characteristics within 84 definitions of Service Innovation in different perspectives (assimilation, demarcation and synthesis) and shows how the meaning of the concept is changing. The review suggests that the large variety in definitions limits and hinders knowledge development of Service Innovation.

  • Service Innovation and Customer Co-development
    Handbook of Service Science, 2010
    Co-Authors: Bo Edvardsson, Per Kristensson, Anders Gustafsson, Lars Witell
    Abstract:

    Customer co-development is a core concept to understand Service Innovation . Our point of departure is that there is an untapped business potential from customer co-development, i.e. integration of customers, throughout the Service Innovation process. From a Service logic perspective, the customer has an important role both in Service production and Service Innovation. Most of the focus thus far has been on the role of the customer in production. We argue that there should be a relationship between the role of the customer in Service production and the potential role of the customer in Service Innovation. When there is a change in the process of Service production it ought to be followed by a change in the Service Innovation process. Customers can be integrated as interpreters and translators during various phases of the Service Innovation process. Companies must be able to understand and manage various customer roles as they complement one another; close and in-depth integration of customers throughout the Innovation process is important but at the same time also challenging.

Tie Wei - One of the best experts on this subject based on the ideXlab platform.

  • a process model of Service Innovation with multi participator
    International Conference on Service Systems and Service Management, 2009
    Co-Authors: Tie Wei
    Abstract:

    Modern Service Innovation might involve more and more participators such as managers, stuffs, R&D members, suppliers, customers and so on. It also makes Service Innovation become more complex and uncertainly. It enlarges the risk and management difficulty in Innovation. This paper creates a process model of Service Innovation with multi-participator, explores the process properties and relationships between participators, and offers theory foundations and empirical opportunities for future Service Innovation research.

  • Multi-participator's games in Service Innovation
    2008 IEEE International Conference on Service Operations and Logistics and Informatics, 2008
    Co-Authors: Tie Wei
    Abstract:

    New Service becomes more and more complex and it involves more participators and more complex relationships in Service Innovation. However, present researchers concern little about Service Innovation with multi-participator. Multi-participator's behaviors in Service Innovation need more exploration. Based on non-cooperative game theory, this paper analyzes the multi-participator's games in Service Innovation, indicates participators' behaviors such as Innovation efforts would deviate from the need of whole Innovation system, and analyzes those factors affecting Innovation efforts. It offers theory foundations and empirical opportunities for future Service Innovation research.

Yu Hua Christine Sun - One of the best experts on this subject based on the ideXlab platform.

  • hospitality teams knowledge sharing and Service Innovation performance
    Tourism Management, 2009
    Co-Authors: Jeoushyan Horng, Yu Hua Christine Sun
    Abstract:

    Abstract Knowledge sharing and team culture have been found to have an important influence on Service Innovation performance. However, there has been relatively little substantive research focusing on these issues. This study's results support team culture's role in maintaining and moderating the relationship between knowledge sharing and Service Innovation performance. The research framework developed in this study was tested by 621 employees of international tourist hotels. The survey responses indicated that the relationships between and among knowledge sharing, team culture and Service Innovation performance are significant and strong. The main overall practical implication that can be drawn from these findings is that to achieve high Service Innovation performance, organizations first need to develop knowledge sharing behaviors plus a better team culture.