Agarwal / Selen / Roos The Handbook of Service Innovation

2015
ISBN: 978-1-4471-6590-3
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 858 Seiten, eBook

Bringing together some of the world’s leading thinkers, academics and professionals to provide practitioners, students and academicians with comprehensive insights into implementing effective service innovation. This book presents service innovation holistically and systemically across various service areas, including health, education, tourism, hospitality, telecommunications, and retail. It addresses contemporary issues through conceptual and applied contributions across industry, academia, and government, providing insights for improved practice and policy making.Featuring cutting-edge research contributions, practical examples, implementations and a select number of case studies across several growth service industries, this book also includes examples of failed service innovation attempts in order to demonstrate a balanced view of the topic and to make clear the pitfalls to be avoided.Culminating in a suggested step-by-step guide to enable service organization’s managers to understand and implement the concepts of service innovation and manage its evolutionary processes effectively, this book will prove a valuable resource to a wide reaching audience including researchers, practitioners, managers, and students who aspire to create a deeper scientific foundation for service design and engineering, service experience and marketing, and service management and innovation. Includes endorsements from professionals in the field of service innovation.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Agarwal, Renu

Selen, Willem

Roos, Göran

Green, Roy

Inhaltsverzeichnis

1;Endorsements;5
2;Preface;11
3;Acknowledgment;18
4;Contents;19
5;Authors’ Biography;23
6;Part I Innovation Definitions, GovernanceStructure, and Literature;39
7;1 Innovation: A Critical Assessment of the Concept and Scope of Literature;42
7.1;Abstract;42
7.2;1 Introduction;42
7.3;2 What Is Innovation?;43
7.4;3 Type of Innovation;46
7.5;4 Degree of Innovativeness;49
7.6;5 Dimensions: Individual---Group---Network;50
7.7;6 Antecedents of Innovation;53
7.8;7 The Specificity of Service Innovation;54
7.9;8 Problems in Innovation Research;57
7.10;9 Conclusion;58
7.11;Acknowledgments;59
7.12;References;59
8;2 Service Innovation: A Review of the Literature;63
8.1;Abstract;63
8.2;1 Background;64
8.3;2 Service Innovation: An Overview;65
8.3.1;2.1 Service Innovation and Its Characteristics;65
8.3.2;2.2 Classification of Service Innovation;67
8.4;3 The Dynamic and Systemic Process of Service Innovation;69
8.4.1;3.1 Service Design and New Service Development;69
8.4.2;3.2 Open and Collaborative Processes of Service Innovation;70
8.4.3;3.3 Customer as a Co-creator of Service Innovation;71
8.4.4;3.4 Systemic Diffusion of Innovation Through Service Value Networks;72
8.5;4 Management of Service Innovation;74
8.5.1;4.1 Dynamic Capability Building for Service Innovation;74
8.5.2;4.2 Managing Organizational Knowledge and Learning for Service Innovation;75
8.5.3;4.3 Creating an Organizational Culture for Service Innovation;76
8.5.4;4.4 Measurement of Service Innovation and Its Outcomes;77
8.6;5 Conclusion;79
8.7;References;79
9;3 Open Service Innovation: Literature Review and Directions for Future Research;88
9.1;Abstract;88
9.2;1 Introduction;88
9.3;2 Alliances and Service Innovation;89
9.3.1;2.1 Innovation Outcomes;90
9.3.2;2.2 Alliance Structure;91
9.3.3;2.3 Partner Characteristics;92
9.3.4;2.4 Partner Interaction;93
9.3.5;2.5 Active Innovation Management;94
9.4;3 Alliance Portfolio and Service Innovation;94
9.4.1;3.1 Innovation Outcomes;94
9.4.2;3.2 Portfolio Configuration;96
9.4.3;3.3 Partner Characteristics;96
9.4.4;3.4 Partner Interaction;97
9.4.5;3.5 Active Innovation Management;97
9.5;4 Alliance Network and Service Innovation;98
9.5.1;4.1 Innovation Outcomes;98
9.5.2;4.2 Network Structure;100
9.5.3;4.3 Partner Characteristics;100
9.5.4;4.4 Partner Interaction;101
9.5.5;4.5 Active Innovation Management;102
9.6;5 Discussion and Conclusion;103
9.6.1;5.1 A Multi-level Framework of Open Service Innovation;103
9.6.2;5.2 Future Research Topics;104
9.6.3;5.3 Conclusion;105
9.7;References;106
10;4 Towards an Understanding of Open Innovation in Services: Beyond the Firm and Towards Relational Co-creation;110
10.1;Abstract;110
10.2;1 Introduction;111
10.2.1;1.1 Service Trends;111
10.2.2;1.2 Complex Environments and Wicked Problems;112
10.3;2 Service Innovation and the Design Thinking Process;113
10.3.1;2.1 Service Innovation in a Relational Value Network;113
10.3.2;2.2 Service Innovation Through a Design Thinking Process;114
10.4;3 Open Service Innovation---A Conceptual Framework for Services Innovation Co-creation;115
10.4.1;3.1 Open Innovation;115
10.4.2;3.2 Open Service Innovation;116
10.5;4 Cases of Service Innovation Co-creation;118
10.5.1;4.1 Competitive Co-creation;118
10.5.1.1;4.1.1 Open IDEO: Co-created Professional Services;119
10.5.2;4.2 Community-Based Competition Co-creation;119
10.5.2.1;4.2.1 Threadless Case: Co-created Product Design;120
10.5.3;4.3 Open Source Co-innovation;120
10.5.3.1;4.3.1 Wikipedia Case;121
10.5.4;4.4 Service Exchange as Open-Creation;121
10.6;5 Dimensions of Co-creation Services and Implications for Firm Performance;122
10.7;6 Conclusion;123
10.8;References;123
11;5 Exploring a Multidimensional Approach to Service Innovation;126
11.1;Abstract;126
11.2;1 Introduction;127
11.3;2 The Challenge of Characterizing Service Innovation;128
11.3.1;2.1 A Multidimensional Approach to Services;130
11.3.2;2.2 Unexploited Potential of a Multidimensional Approach to Service Innovation: An Hypothesis About Radical Change;132
11.4;3 An Empirical Assessment of Radical Multi-dimensional Changes;134
11.4.1;3.1 Measuring Service Innovation Dimensions;134
11.4.2;3.2 Dimensionality Versus Market Success;135
11.5;4 The Future of Multidimensional Conceptualizations;137
11.6;5 Conclusion;140
11.7;References;141
12;6 Innovation, Service Types, and Performance in Knowledge Intensive Business Services;144
12.1;Abstract;144
12.2;1 Introduction;144
12.3;2 Service Innovation in KIBS;145
12.4;3 The Relationship Between Service Innovation and Service Types;146
12.5;4 The Complementarity Between KIBS Customization and Standardization/Modularization;148
12.6;5 Causality Redefinition Through the Configurational Approach;149
12.7;6 Outcomes from a Fuzzy Set Qualitative Comparative Analysis (fs/QCA);150
12.8;7 Managerial Implications;152
12.9;8 Conclusion;154
12.10;Acknowledgments;154
12.11;References;154
13;Part IISkills and Capability Buildingin Service Innovation;157
14;7 On the Way to a Systematic Service Innovation Competence Framework;160
14.1;Abstract;160
14.2;1 The Relevance of Service Innovation Competences;160
14.3;2 Service Innovation Competences and Systematic Service Innovation;162
14.4;3 Developing a Service Innovation Competence Framework;164
14.4.1;3.1 Necessity of Developing a Framework;164
14.4.2;3.2 Theoretical Foundation;164
14.4.2.1;3.2.1 Resource-Based View and Competence-Based Perspective;165
14.4.2.2;3.2.2 The Service-Dominant-Logic Perspective;167
14.4.2.3;3.2.3 Developing Crucial Categories of Competences;168
14.4.3;3.3 Empirical Findings: A Pilot Case Study;168
14.4.4;3.4 Developing a Framework for Crucial Service Innovation Competences;170
14.4.4.1;3.4.1 Category of Employee Competences;170
14.4.4.2;3.4.2 Category of Organizational Competences;171
14.4.4.3;3.4.3 Category of Network Competences;171
14.4.4.4;3.4.4 Category of Community Competences;172
14.5;4 Practical Implications;173
14.6;5 Conclusion;174
14.6.1;5.1 Implications for Further Research;174
14.7;References;174
15;8 Service Innovation Capabilities for Idea Assessment: An Appraisal of Established and Novel Approaches;178
15.1;Abstract;178
15.2;1 Introduction;179
15.3;2 Idea Assessment in Service Innovation Capabilities Frameworks;181
15.4;3 Cornerstones of Service Idea Assessment;184
15.4.1;3.1 Assessment Criteria;185
15.4.2;3.2 Information Sources;186
15.4.3;3.3 Assessment Group Composition and Assessment Perspective;187
15.4.4;3.4 Assessment Approach;188
15.4.5;3.5 Summary Discussion;191
15.5;4 Novel Approaches to Idea Assessment in Service Firms;191
15.5.1;4.1 Serious Games;192
15.5.2;4.2 Enterprise Crowdfunding;194
15.6;5 Conclusion;196
15.7;References;197
16;9 Employees and Users as Resource Integrators in Service Innovation: A Learning Framework;201
16.1;Abstract;201
16.2;1 Introduction;202
16.3;2 Perspectives on User-Driven and Employee-Driven Innovation in Services;203
16.3.1;2.1 User-Driven Views on Innovation;204
16.3.2;2.2 Employee-Driven Views on Innovation;204
16.3.3;2.3 A Need for an Integrative Perspective;205
16.4;3 Service-Dominant Logic Applied in the Innovation Framework;206
16.4.1;3.1 Short Summary of the Core Propositions of S-D Logic;206
16.4.2;3.2 Linkages of S-D Logic to Innovation;207
16.5;4 Effectuation and Bricolage as Frameworks to Tackle the Uncertainties in Innovation;208
16.6;5 Development of Value Co-creation: The Theory of Expansive Learning;209
16.7;6 Integration of Resources as a New Perspective in Innovation Management;210
16.8;7 Learning-Based Resource Integration in Practice: Two Case Examples;211
16.8.1;7.1 Invisibility of the Creation and Use of Resources as an Analytical Challenge;211
16.8.2;7.2 Data and the Case Study Methodology;212
16.8.3;7.3 Results: Development of Resource Integrator Roles and the Co-creation of use Value in Two Cases;214
16.8.3.1;7.3.1 Elderly Day Club: Emergence of Collaborative Resource Integration of Employee and Elderly;215
16.8.3.2;7.3.2 Forest Preschool: Emergence of Collaborative Resource Integration of Employees, Managers, Children, and Parents;216
16.8.3.3;7.3.3 Summary of the Two Cases in the Critical Phase of Resource Integration;217
16.9;8 Conclusion;219
16.10;References;221
17;10 Foresight and Service Design Boosting Dynamic Capabilities in Service Innovation;225
17.1;Abstract;225
17.2;1 Introduction;225
17.3;2 Service-Logic-Based Innovation Calls for New Capabilities;228
17.4;3 Why Are Futures Thinking and Design Thinking Needed in Service Innovation?;230
17.4.1;3.1 Principles of Futures Thinking;230
17.4.2;3.2 Principles of Design Thinking;232
17.4.3;3.3 Synergies Between Futures Thinking and Design Thinking;233
17.5;4 A New Framework: Service Innovation Process Grounded on Foresight and Service Design;234
17.5.1;4.1 Phase 1: Map and Understand;235
17.5.2;4.2 Phase 2: Forecast and Ideate;236
17.5.3;4.3 Phase 3: Model and Evaluate;237
17.5.4;4.4 Phase 4: Conceptualize and Influence;239
17.6;5 Conclusion;240
17.7;References;241
18;11 Employment and Skill Configurations in KIBS Sectors: A Longitudinal Analysis;245
18.1;Abstract;245
18.2;1 Introduction;245
18.3;2 Knowledge-Intensive Business Services;246
18.3.1;2.1 Background;246
18.3.2;2.2 Main Drivers of KIBS Growth;247
18.3.2.1;2.2.1 Outsourcing;248
18.3.2.2;2.2.2 New Technology;249
18.3.2.3;2.2.3 Regulation and Globalization;249
18.3.3;2.3 Shifting Perspectives on Knowledge Services;250
18.4;3 Heterogeneity and Sectoral Diversity;253
18.5;4 KIBS Employment and Skills;255
18.5.1;4.1 Data Description;255
18.5.2;4.2 Employment Structure;256
18.5.3;4.3 Skill Configurations;259
18.6;5 Conclusion;262
18.7;References;264
19;12 Dynamic Capabilities for Service Innovation in Service Systems;268
19.1;Abstract;268
19.2;1 Role of Human Capital in Skills and Capability Building;269
19.3;2 The Role of Networks in Partnering Organizations;270
19.4;3 Service Innovation in a Service System;270
19.4.1;3.1 Service Innovation as an Elevated Service Offering;273
19.5;4 Dynamic Capabilities Needed to Build Service Innovation;273
19.5.1;4.1 Organizational Relationship Capital;275
19.5.2;4.2 Collaborative Organizational Learning;275
19.5.3;4.3 Customer Engagement;276
19.5.4;4.4 Entrepreneurial Alertness;276
19.5.5;4.5 Collaborative Agility;276
19.5.6;4.6 Collaborative Innovative Capacity;277
19.6;5 Conclusions;277
19.7;References;278
20;Part IIITechnological Developmentsin Service Innovation;281
21;13 Role of Web 3.0 in Service Innovation;283
21.1;Abstract;283
21.2;1 Introduction;283
21.2.1;1.1 Benefits of Web 3.0;284
21.2.2;1.2 What Makes Web 3.0 Different;285
21.3;2 Drivers of Innovation;288
21.4;3 Technology Enablers for Innovation;289
21.4.1;3.1 Web 1.0;291
21.4.2;3.2 Web 2.0;292
21.4.3;3.3 Web 3.0;295
21.5;4 Web 3.0 Driving Innovation;297
21.5.1;4.1 Asian Innovation;298
21.5.2;4.2 The Value Proposition;299
21.5.3;4.3 Semantic Innovation Management;299
21.5.4;4.4 Emergent Analytics;300
21.5.5;4.5 Semantic Analytics: The Capability to Ask More Complex Questions;301
21.5.6;4.6 Open Data;301
21.5.7;4.7 Smarter Computing Through Web 3.0;302
21.5.8;4.8 The Potential of Semantic Technologies;304
21.5.9;4.9 Innovating Societal Norms?;305
21.5.10;4.10 Innovation of Personal Search: Telling Customers What to Do;306
21.5.11;4.11 Innovation for Manufacturing;306
21.6;5 E-Science as the Talent Enabler;307
21.7;6 Conclusion;307
21.8;References;307
22;14 Service-Oriented Architecture as a Driver of Dynamic Capabilities for Achieving Organizational Agility;311
22.1;Abstract;311
22.2;1 Introduction;311
22.3;2 Service-Oriented Architecture and Dynamic Capabilities;313
22.4;3 An Analytical Framework of SOA as an Enabler of Dynamic Capabilities;314
22.4.1;3.1 Integration of Internal Assets;315
22.4.2;3.2 Integration of External Resources;316
22.4.3;3.3 Rapid Product Development;316
22.4.4;3.4 Learning;316
22.4.5;3.5 Creation of Assets;317
22.5;4 Empirical Assessment of the SOA-DC Conceptual Framework;317
22.5.1;4.1 Integration of Internal Assets;318
22.5.2;4.2 Integration of External Resources;319
22.5.3;4.3 Rapid Product Development;320
22.5.4;4.4 Learning;320
22.5.5;4.5 Creation of Assets;321
22.6;5 Conclusion;321
22.7;References;324
23;15 Disruptive Digital Innovation in Healthcare Delivery: The Case for Patient Portals and Online Clinical Consultations;327
23.1;Abstract;327
23.2;1 Introduction;328
23.2.1;1.1 Service Innovation in Health Care;328
23.2.1.1;1.1.1 Types of Innovations in Healthcare Delivery;328
23.2.1.2;1.1.2 Theories of Service Innovation;329
23.2.1.3;1.1.3 Digital Innovations in Health Care;330
23.2.1.4;1.1.4 Disruptive Innovations in Primary Care;331
23.3;2 Patient Portal;332
23.3.1;2.1 What Is a Patient Portal?;332
23.3.2;2.2 Patient Portal and Service Innovation;333
23.3.3;2.3 Examples of Patient Portals;334
23.4;3 Online Medical Consultation;335
23.4.1;3.1 What Are Online Medical Consultations?;335
23.4.2;3.2 Current Practice;336
23.4.3;3.3 Analogy to Other Industries;338
23.5;4 Secure and Structured eVisit and Patient Portal;339
23.6;5 Future of Medical Service in Primary Care Setting;342
23.6.1;5.1 Multiple Models of Online Care Delivery;342
23.6.2;5.2 Barriers and Solutions;344
23.7;References;345
24;16 Technology-Driven Service Innovation in the Banking Industry;349
24.1;Abstract;349
24.2;1 Introduction;349
24.3;2 Overview of the Banking Industry in Australia;351
24.4;3 Financial Deregulation and Technological Change;354
24.5;4 Service Innovation within the Banking Industry;360
24.5.1;4.1 Service Innovation;361
24.5.2;4.2 Innovation in Service Products;362
24.5.2.1;4.2.1 Case Study: EFTPOS and Smart Phone Adaptation;362
24.5.3;4.3 Innovation in Service Processes;363
24.5.3.1;4.3.1 Case Study: Internet Banking;363
24.5.4;4.4 Security Issues with Innovation;365
24.6;5 The Future of Banking;366
24.6.1;5.1 Innovations in Banking;366
24.6.2;5.2 How Should Banks Respond to Technological Change?;368
24.6.3;5.3 Barriers to Innovation?;369
24.7;6 Conclusion;370
24.8;References;370
25;Part IVDesigning Service Innovation;374
26;17 Systemic Development of Service Innovation;377
26.1;Abstract;377
26.2;1 Introduction;378
26.3;2 Characteristics of Services and Service Innovations;378
26.3.1;2.1 The Front End and the Back End;380
26.4;3 Toward a Systemic Development of Service Innovation;381
26.5;4 Understanding Service Systems;383
26.5.1;4.1 Service Matrixes;384
26.6;5 Developing Service Strategies and Business Models;386
26.6.1;5.1 Challenges in Service Business Model Development;389
26.6.1.1;5.1.1 The Scope and Scale of Services;389
26.6.1.2;5.1.2 Service Platforms and Internet Business Models;390
26.7;6 Creating New Meanings Through Service Design;391
26.7.1;6.1 Design Thinking and Radical Service Innovation;392
26.8;7 Conclusion;395
26.9;References;397
27;18 The Role of Socio-Technical Experiments in Introducing Sustainable Product-Service System Innovations;400
27.1;Abstract;400
27.2;1 Introduction;400
27.2.1;1.1 Transition Toward Sustainability and the Need of Radical Innovations;400
27.2.2;1.2 Product-Service System Innovation as a Promising Model for Sustainability;401
27.2.3;1.3 Research Challenge;402
27.2.4;1.4 Chapter Organization;403
27.3;2 The Challenge of Implementing Sustainable Product-Service System Innovations;404
27.4;3 Insights from Transition Studies;405
27.4.1;3.1 Dynamics in Socio-Technical Transitions;405
27.4.2;3.2 The Role of Socio-Technical Experiments in Triggering Radical Innovations;406
27.5;4 Research Questions and Approach;409
27.6;5 Implications for PSS Design and Management;411
27.6.1;5.1 Cape Town Sustainable Mobility Project;411
27.6.1.1;5.1.1 Project Background;411
27.6.1.2;5.1.2 Incubation;412
27.6.1.3;5.1.3 Socio-technical experimentation;414
27.6.1.4;5.1.4 Main Intermediate Project Results and Next Steps;419
27.6.2;5.2 A New Design and Management Approach: Designing Transition Paths and Socio-Technical Experiments;419
27.7;6 Conclusion;425
27.8;References;426
28;19 Servitization as Innovation in Manufacturing---A Review of the Literature;429
28.1;Abstract;429
28.2;1 Concept Introduction;430
28.3;2 Why Do Firms Servitize?;430
28.4;3 Servitization as Innovation in Manufacturing Firms;435
28.5;4 What Services to Offer?;443
28.6;5 How to Servitize;446
28.7;6 Challenges in Servitizing;453
28.8;7 Conclusions;453
28.9;References;454
29;20 The Architecture of Service Innovation;462
29.1;Abstract;462
29.2;1 Prolegomena;462
29.3;2 The Innovator's Lens;463
29.3.1;2.1 Understanding Service Innovation Through the Lens of Architecture;464
29.3.2;2.2 Structure: Approach;465
29.3.3;2.3 Foundation: From Products and Services to Architecture;466
29.3.3.1;2.3.1 Architecture as a Product;466
29.3.3.2;2.3.2 Architecture as a Service;466
29.3.3.3;2.3.3 Architecture as a Bifocal Lens;468
29.4;3 What the Greeks Knew;468
29.4.1;3.1 The Parthenon: A Service Innovation;469
29.4.2;3.2 Services as Instruments for Experience;470
29.5;4 What the Romans Knew;470
29.5.1;4.1 (Firmitas) Structure and Sustainability;471
29.5.2;4.2 (Commoditas) Function;473
29.5.3;4.3 (Venustas) Experience;473
29.6;5 Five Models for Service Design and Innovation;474
29.6.1;5.1 The Primacy of Effect and Experience;474
29.6.2;5.2 The Fetish of Structure/Process/Systems;475
29.6.3;5.3 The Primacy of Power and Sequence;476
29.6.4;5.4 Dynamic Experience;477
29.6.5;5.5 Structure and Skin;478
29.7;6 Conclusion;479
29.8;References;479
30;21 Innovation or Resuscitation? A Review of Design Integration Programs in Australia;482
30.1;Abstract;482
30.2;1 Introduction;483
30.2.1;1.1 The Changing Role of the Designer;483
30.3;2 Design Integration;486
30.3.1;2.1 What Is Design Integration?;486
30.3.1.1;2.1.1 The Problem of Evaluation;486
30.4;3 Identifying International Best-Practice;487
30.4.1;3.1 Europe;487
30.4.1.1;3.1.1 Denmark;487
30.4.1.2;3.1.2 United Kingdom;488
30.4.2;3.2 Asia Pacific;488
30.4.2.1;3.2.1 Asia;488
30.4.2.2;3.2.2 New Zealand;489
30.5;4 Design Integration Programs in Australia: A Case Study;490
30.5.1;4.1 Victoria;492
30.5.1.1;4.1.1 Victorian Design Integration Policy Discourse;492
30.5.1.2;4.1.2 Victoria's Design Integration Program Objectives and Delivery Method;492
30.5.1.3;4.1.3 Current Status of Victoria's Design Integration Program;494
30.5.2;4.2 Design Integration Initiative in Queensland;495
30.5.2.1;4.2.1 Queensland's Design Integration Program Objectives and Delivery Method;496
30.5.2.2;4.2.2 Current Status of Design Integration Programs in Queensland;497
30.5.3;4.3 Design Integration Programs in New South Wales and South Australia;498
30.5.3.1;4.3.1 Current Status of the Program;499
30.6;5 Conclusion;499
30.7;References;502
31;22 Service Innovation Through an Integrative Design Framework;505
31.1;Abstract;505
31.2;1 Introduction;505
31.3;2 Conceptual Building Blocks;507
31.3.1;2.1 Process for Capabilities Integration;507
31.3.2;2.2 Value Co-creation in a Digital Ecosystem;507
31.3.3;2.3 Customer Centricity for Service Excellence;508
31.4;3 Proposed Integrative Service Design Framework;509
31.4.1;3.1 Service Strategy;510
31.4.2;3.2 Service Concept;510
31.4.3;3.3 Service Design;511
31.4.4;3.4 Customer Experience;513
31.4.5;3.5 Service Architecture;515
31.5;4 Exemplar Integrative Service Design Practices;517
31.6;5 Conclusion;521
31.7;References;522
32;23 Services Innovation in a Circular Economy;525
32.1;Abstract;525
32.2;1 Introduction;526
32.3;2 Concepts Captured by the Circular Economy;526
32.4;3 Identifying Services: Minimising and Value Adding;528
32.5;4 Environmental Sustainability;529
32.6;5 Product-Service Systems and the Circular Economy;531
32.7;6 Service Development Frameworks;534
32.8;7 Sustainability and Business Models;535
32.9;8 Conclusions;538
32.10;References;539
33;Part VManagement Issues in ServiceInnovation;545
34;24 Illuminating the Service Provider's Strategic Mandate on Realizing Apt Quality and Value Through Service Innovation;547
34.1;Abstract;547
34.2;1 Introduction;547
34.3;2 Service Innovation, New Service Development, and Service Operations Management Logic;549
34.4;3 The Symphony Orchestra: A Context for Studying Service Innovation Management;552
34.5;4 Research Method;554
34.6;5 Research Findings to Advance Service Innovation Understanding and Theorization;555
34.7;6 Conclusion;564
34.8;References;565
35;25 Co-creative Practices in Service Innovation;568
35.1;Abstract;568
35.2;1 Introduction;569
35.3;2 Co-creative Practices in Insight Generation;572
35.3.1;2.1 Co-creative Character 1: Improvisation in Insight Generation;573
35.3.2;2.2 Co-creative Character 2: Staging Events for Insight Generation;573
35.3.3;2.3 Co-creative Character 3: Playfulness in Insight Generation;574
35.3.4;2.4 Co-creative Method/Tool 1: Probes in Insight Generation;575
35.3.5;2.5 Co-creative Method/Tool 2: Contextmapping in Insight Generation;575
35.3.6;2.6 Co-creation Example 1: Seeking Insights from the Context with Probes;576
35.3.7;2.7 Co-creation Example 2: Improvised Scenarios in Use Context;577
35.3.8;2.8 Co-creation Example 3: Changing Roles While Improvising;578
35.3.9;2.9 Co-creation Example 4: Insight Generation Through Storytelling;579
35.3.10;2.10 Summing up Insight Generation;580
35.4;3 Co-creative Practices in Concept Exploration and Development;581
35.4.1;3.1 Co-creative Character 4: Reflective Dialogue in Concept Exploration;581
35.4.2;3.2 Co-creative Character 5: Situating Events for Concept Exploration;582
35.4.3;3.3 Co-creative Method/Tool 3: Speed Sketching in Concept Exploration;582
35.4.4;3.4 Co-creative Method/Tool 4: Magical Things in Concept Exploration;583
35.4.5;3.5 Co-creation Example 5: Dialogue-Labs as Settings for Exploring Augmented Mood Boards;583
35.4.6;3.6 Co-creation Example 6: Cardboard Hospital for Prototyping Patient-Centric Environments and Services;584
35.4.7;3.7 Co-creation Example 7: Design Games as Setting for Concept Development;584
35.4.8;3.8 Summing up Concept Exploration;585
35.5;4 Co-creative Practices in Converging Towards a Specification;585
35.5.1;4.1 Co-creative Character 6: Open-Ended Interpretation;586
35.5.2;4.2 Co-creative Character 7: Prototyping Service;586
35.5.3;4.3 Co-creative Method/Tool 5: Service Walkthrough;587
35.5.4;4.4 Co-creative Method/Tool 6: Experience Prototypes;588
35.5.5;4.5 Co-creative Example 8: Design Probes as Experience Prototypes;588
35.5.6;4.6 Co-creative Example 9: Feeding Milan---Scenarios as Open-Ended Prototypes;589
35.5.7;4.7 Co-creative Example 10: Co-designing a Project Plan;589
35.5.8;4.8 Summing up Converging Towards Specification;590
35.6;5 Co-creative Practices in Transformative and Implementation Processes;590
35.6.1;5.1 Co-creative Character 8: Capacity Building;591
35.6.2;5.2 Co-creative Character 9: Transformative Platforms;591
35.6.3;5.3 Co-creative Example 11: Design Games as a Co-creative Structure to Organise and Facilitate Cross-Functional Collaboration and Ideation;591
35.6.4;5.4 Co-creative Example 12: Co-designing a Design Game for Involving Citizens in City of Vantaa;592
35.6.5;5.5 Co-creative Example 13: A Co-creative Tool Becomes Part of Everyday Processes;592
35.6.6;5.6 Summing up Transformation and Implementation;593
35.7;6 Conclusion;593
35.8;References;594
36;26 Managing Online User Co-creation in Service Innovation;598
36.1;Abstract;598
36.2;1 Introduction;599
36.3;2 User Co-creation and Online Service Innovations Tools;599
36.4;3 The Framework of Capabilities and Online Service Innovation Tools;600
36.4.1;3.1 The Three Online Service Innovation Capabilities;601
36.4.2;3.2 Online Service Exploration Capability;602
36.4.3;3.3 Online Service Conversion Capability;603
36.4.4;3.4 Online Service Exploitation Capability;605
36.5;4 Innovation World: A Case of Online Service Innovation;605
36.5.1;4.1 The Creation of New Online Innovation Capabilities and Reconfiguring of Existing Capabilities;609
36.6;5 Conclusion;610
36.7;References;611
37;27 Practices for Involving Organizational Customers in Service Innovation;613
37.1;Abstract;613
37.2;1 Introduction;613
37.3;2 Innovation in the Light of Service-Dominant Logic;614
37.3.1;2.1 From Innovation in Products and Services to Service Innovation;614
37.3.2;2.2 Innovating New Forms of Value Co-creation;616
37.4;3 Open Innovation and Customer Involvement;617
37.4.1;3.1 From In-House Innovation to Collaborative Innovation;617
37.4.2;3.2 Changing Innovation Practices;618
37.5;4 Methodology;620
37.5.1;4.1 Research Approach and Trustworthiness;620
37.5.2;4.2 Data Collection and Analysis;621
37.6;5 Findings;623
37.6.1;5.1 Practices for Customer Involvement in Service Business Development;623
37.6.2;5.2 In-House Development and Supplier Cooperation;623
37.6.2.1;5.2.1 Development Based on Customer Insight;624
37.6.2.2;5.2.2 Co-development with Customers;625
37.6.2.3;5.2.3 Development by Customers;626
37.6.3;5.3 The Use of Customer Involvement Practices;627
37.6.3.1;5.3.1 Shaping the Context of Value Co-creation;627
37.6.3.2;5.3.2 Fostering Network Effects;628
37.6.3.3;5.3.3 Living with Contingency;628
37.6.3.4;5.3.4 Engaging in Business with Meaning;629
37.6.4;5.4 Summary of Findings;630
37.7;6 Discussion;630
37.7.1;6.1 Theoretical Implications;634
37.7.2;6.2 Practical Implications;635
37.8;7 Conclusion;635
37.8.1;7.1 Limitations and Further Research;635
37.9;Acknowledgments;636
37.10;References;636
38;Part VIInternational Dimensions of ServiceInnovation;638
39;28 Services Offshoring: Location Choice and Subnational Regional Advantages in China;641
39.1;Abstract;641
39.2;1 Introduction;641
39.3;2 Service Offshoring and Service Innovation;643
39.4;3 Location Selection in Service Offshoring;646
39.4.1;3.1 Location Determinants of Service Offshoring Activities;646
39.4.2;3.2 From National Advantages to Subnational Regional Advantage;650
39.5;4 Location of Offshoring Services in Chinese Cities;653
39.6;5 Conclusion;657
39.7;References;658
40;29 Innovative Strategies in Servicing International Markets from Ireland;661
40.1;Abstract;661
40.2;1 Introduction;661
40.3;2 Globalisation and Transnational Networks;663
40.4;3 Offshoring and Fragmenting Value Chains;666
40.5;4 The Evolving Model of Servicing International Markets;667
40.6;5 Competing for Inward Investment;668
40.7;6 Innovative Tax Strategies;670
40.8;7 Ireland's Emerging Internationally Traded Services Sector;671
40.9;8 Company Case Studies;675
40.10;9 EMEA Servicing and Subsidiary Evolution;675
40.11;10 Conclusion;678
40.12;References;679
41;30 Leveraging Value Across Borders---Do `Market Place Interactions' Trump `Market Space Transactions'?: Evidence from Australian Firms in Industrial Markets;682
41.1;Abstract;682
41.2;1 Leveraging Value Across Borders---Do `Market Place Interactions' Trump `Market Space Transactions'?: Evidence from Australian Firms in Industrial Markets;683
41.2.1;1.1 Introduction;683
41.2.2;1.2 Services and Embedded Services;684
41.2.2.1;1.2.1 Services and Internationalization;686
41.2.3;1.3 Research Method;688
41.2.4;1.4 Overview of Results;690
41.2.4.1;1.4.1 Case Study 1;690
41.2.4.2;1.4.2 Case Study 2;691
41.2.4.3;1.4.3 Case Study 3;692
41.2.4.4;1.4.4 Case Study 4;693
41.2.5;1.5 Discussion;695
41.2.6;1.6 Conclusion;696
41.3;References;697
42;31 Frugal Services Innovation---Lessons from the Emerging Markets and an Adoption Framework for First-World Corporations and Governments;701
42.1;Abstract;701
42.2;1 Introduction;702
42.3;2 Innovation;703
42.3.1;2.1 Emerging Challenge to Innovation;703
42.3.2;2.2 Emerging Response to the Innovation Challenge;704
42.4;3 Motivation for Frugal Innovation;705
42.4.1;3.1 The Concept and Phenomenon of Frugal Innovation;706
42.4.2;3.2 Frugal Innovation as a Competitive Advantage;707
42.5;4 The Concept of Reverse Innovation;708
42.5.1;4.1 Impact of Reverse Innovation on Developed Economies;708
42.5.2;4.2 Frugal Innovation and the Changing Dynamics of Resource Allocation;709
42.6;5 Frugal Innovation in Services;710
42.7;6 Adoption Framework for the Developed Economies;711
42.7.1;6.1 Model for Organizations to Develop and Deploy Frugal Innovations;712
42.7.2;6.2 Application of the Innovation Model in the Management of Frugal Services;716
42.8;7 Conclusion;718
42.9;References;718
43;Part VIIService Innovation in the GovernmentSector;721
44;32 How to Manage a Service Innovation Process in the Public Sector: From Co-Design to Co-Production;724
44.1;Abstract;724
44.2;1 Introduction;724
44.3;2 User-Driven Innovation;726
44.3.1;2.1 Traditional Way to Participate in Decision Making on Services;726
44.3.2;2.2 A New Way to Participate in Decision Making on Services Through Service Co-Design and Co-Production;727
44.3.2.1;2.2.1 Discovery Phase;728
44.3.2.2;2.2.2 Creation Phase;728
44.3.2.3;2.2.3 Reality Check Phase;729
44.3.2.4;2.2.4 Implementation Phase;729
44.4;3 Case Study of Co-Design Services: The Lauttasaari Project;729
44.4.1;3.1 Design Probe as a Tool to Understand the Daily Life of the Customer;730
44.4.2;3.2 Services Based on Customers' Needs;731
44.4.3;3.3 Enabling Customers to Make Final Decisions on Services;732
44.5;4 Change Management;733
44.5.1;4.1 Theoretical Background;733
44.5.2;4.2 User-Driven Innovations as Change Drivers;736
44.5.3;4.3 The Lauttasaari Project Revisited: Decision Making, Change Management, and Innovation;737
44.5.4;4.4 The Lauttasaari Project as a Change Process;738
44.5.5;4.5 Lauttasaari Project as an Innovation Process;739
44.6;5 Conclusion;740
44.7;References;741
45;33 Innovating Universities: Technocratic Reform and Beyond;744
45.1;Abstract;744
45.2;1 Introduction;745
45.2.1;1.1 Structure;746
45.3;2 Interpreting Higher Education Within the Service Sector;747
45.3.1;2.1 Linear-Technocratic Framing and Beyond;747
45.3.2;2.2 Complexity Perspectives;749
45.4;3 Innovating Australian Higher Education in Practice;751
45.4.1;3.1 Policy Directions;751
45.4.2;3.2 Remaking University Governance;753
45.4.3;3.3 Linear-Technocratic Innovation and Academic Work;755
45.4.3.1;3.3.1 De-professionalization and Effacement of Academic Autonomy;756
45.4.3.2;3.3.2 Work Intensification and Workload;756
45.4.3.3;3.3.3 Marketizing Teaching and Learning;758
45.4.3.4;3.3.4 Increased Standardization of Teaching and Research;759
45.4.3.5;3.3.5 Casualization and Flexibilization;760
45.5;4 Conclusion;761
45.5.1;4.1 Beyond Corporate-Technocratic Management?;761
45.6;References;762
46;34 Business Model Approach to Public Service Innovation;767
46.1;Abstract;767
46.2;1 Introduction: The Diminishing Public Sector;767
46.3;2 Cross-Sector Collaboration in Public Service Innovation;769
46.4;3 The `Business Model' Concept;770
46.5;4 Six Innovative Modes of Public Service Delivery for Service Innovation: Australian Evidence;774
46.5.1;4.1 Privatisation;775
46.5.1.1;4.1.1 Case Study: Commonwealth Bank;775
46.5.2;4.2 Public Private Partnerships;776
46.5.2.1;4.2.1 Case Study: Sydney Airport Link;776
46.5.3;4.3 Contracting Out;777
46.5.3.1;4.3.1 Case Study: Department of Immigration and Citizenship;778
46.5.4;4.4 Commercialisation;778
46.5.4.1;4.4.1 Case Study: Cochlear;779
46.5.5;4.5 Franchising;779
46.5.5.1;4.5.1 Case Study: Sydney Ferries;780
46.5.6;4.6 Social Benefit Bonds;780
46.5.6.1;4.6.1 Case Study: Pilot Social Bonds in NSW;781
46.6;5 Towards a New Business Model Framework for Public Sector Innovation;781
46.6.1;5.1 Customer as a Key Resource;782
46.6.2;5.2 Innovation Ecosystem: Cross-Sector Collaboration;782
46.6.2.1;5.2.1 Stakeholders;787
46.6.2.2;5.2.2 Connections or Inter-sector Relationships;787
46.6.2.3;5.2.3 Information Sharing;787
46.7;6 Conclusion;788
46.8;A.x(118). Appendix 1;789
46.8.1;A.x(118).0 Overview of the Ten Existing Business Model Frameworks;789
46.9;References;792
47;35 Exposing an Economic Development Policy Clash: Predictability and Control Versus Creativity and Innovation;795
47.1;Abstract;795
47.2;1 Introduction;795
47.2.1;1.1 Identifying a Limited Portfolio of Investments in Fostering Innovative Activity;796
47.3;2 Understanding Policy Discourse;797
47.3.1;2.1 Policy Language---A Layering of Perspectives, Values and Meaning;798
47.3.1.1;2.1.1 Examining Policy Intention Verses Choice of Policy Instrument;799
47.4;3 Exploring the Constellations of Academic Discourses Informing Innovation Policy in South Australia;802
47.4.1;3.1 Endogenous Growth Theory;802
47.4.1.1;3.1.1 Successful Innovation---An Exchange and Application of Knowledge;803
47.5;4 Enculturation Within Policy Domains;804
47.5.1;4.1 Adopting Strategic Planning to Support Evidence-Based Policy Making;805
47.6;5 A Case Study---The South Australian Strategic Plan: Predictability and Control Versus Creativity and Innovation;806
47.6.1;5.1 Fostering Creativity and Innovation Across the Economy---Reality of Rhetoric?;808
47.7;6 Identify Conflicting Values in Policies and Programs to Foster Creativity and Innovation;810
47.8;7 Conclusion;814
47.9;References;816
48;Epilogue;819
49;Terminology;821

Über Autor(innen)

Renu AgarwalRenu Agarwal is a Senior Lecturer in Innovation and Service Operations Management at UTS Business. Renu has extensive industry experience and in her current faculty position, Renu provides leadership in the disciplinary fields of service innovation, service value networks, supply chain management, dynamic capability building, management practices, management education, and innovation and productivity. She has been instrumental in managing several federal and state government project grants on management practices for both Australia and New Zealand working in collaboration with London School of Economics, McKinsey and Stanford University. Currently, Renu is involved in the Australian Leadership capability Standard and the Regional High Performance Networks Programs, Centre for Workplace leadership, as well as Service Innovation: developing business models for future Value Chains theme, part of the Wealth from Waste CSIRO Flagship Cluster project. Renu has published in top tier international journals which include the Decision Sciences, International Journal of Production Economics, Education + Training Journal, International Journal of Operations Management, and International Journal of Production Research. Willem Selen Willem Selen is Professor of Management at the University of the Sunshine Coast, which he joined in Jan 2014. Prior to this he held professorial and senior academic management positions in Australia, Belgium, Saudi Arabia, The Netherlands, TRNC, UAE, and the USA as part of his more than 30 years in academia. He holds Bachelor and Master degrees in Commercial Engineering from Limburg University (Belgium), and a Ph.D in Business Administration from the University of South Carolina.Willem has a broad research interest, which includes (service) operations management and supply chain management, and service networks and capability building, among others. He has published widely in the supply chain and service operations areas, and serves on the editorial board of the International Journal of Procurement Management. Previously he served as editor and guest-editor of a number of journals, including Journal of Operations Management.Professor Selen has worked with numerous industry organisations, such as Opel Belgium in the automotive sector in Europe, where he engaged in productivity improvement projects. Göran Roos Göran Roos chairs the Value Added and Industry Growth subcommittee of the Economic Development Board of South Australia; is a member of the Council for Flinders University, and CSIRO’s Manufacturing Sector Advisory Council. He is also a Stretton Fellow appointed by the City of Playford at University of Adelaide; Professor in Strategic Design in the Faculty of Design, Swinburne University of Technology, Melbourne, Australia; Adjunct Professor at Mawson Institute, University of South Australia, Adelaide, Australia; Adjunct Professor at ECIC, University of Adelaide, South Australia; Australia; Adjunct Professor at University of Technology Sydney Business School, Australia; and Adjunct Associate Professor in the College of Business, Nanyang Business School, Nanyang Technological University, Singapore. Göran is one of the founders of modern intellectual capital science and a recognised world expert in this field as well as a major contributor to the thinking and practice in the areas of strategy and innovation management as well as industrial and innovation policy. He is a member of the editorial board of the Journal of Human Resource Costing and Accounting; the International Journal of Strategic Change Management; the International Journal of Learning and Intellectual Capital and the Journal of Intellectual Capital. Göran was appointed “Manufacturing for the Future” Thinker in Residence by the South Australian Premier for theyear 2011 and an appointed member of the Prime Minister’s Manufacturing Leaders Group 2012/2013 and he was selected for Committee for Economic Development of Australia (CEDA) Top 10 Speeches 2013.Roy GreenRoy Green is Dean of the UTS Business School at the University of Technology Sydney. His doctorate is from the University of Cambridge, where he was also a Research Fellow, and he has worked in universities, business and government in Australia and overseas. He was previously Dean at the National University of Ireland and Macquarie Graduate School of Management. Roy has published widely in the areas of innovation policy and management and has undertaken multi-country projects with the OECD and European Commission.Roy chaired the Australian Government’s Innovative Regions Centre, CSIRO Manufacturing Sector Advisory Council and NSW Manufacturing Council, and served on the Prime Minister’s Manufacturing Taskforce, Enterprise Connect Advisory Committee and ABS Innovation Reference Group. He conducted the Government’s review of the Textile, Clothing and Footwear industries, led Australian participation in a global study of management and productivity, coordinated an Australian Business Deans Council initiative on the future of management education and has co-authored recent reports on productivity, skills and innovation. Currently, Roy is involved in the Australian Design Integration Network, the Work Integrated Learning taskforce of Universities Australia and a project on future prospects for the car components sector.