|
Endorsements |
5 |
|
|
Preface |
11 |
|
|
Acknowledgment |
18 |
|
|
Contents |
19 |
|
|
Authors’ Biography |
23 |
|
|
Part I Innovation Definitions, GovernanceStructure, and Literature |
39 |
|
|
1 Innovation: A Critical Assessment of the Concept and Scope of Literature |
42 |
|
|
Abstract |
42 |
|
|
1 Introduction |
42 |
|
|
2 What Is Innovation? |
43 |
|
|
3 Type of Innovation |
46 |
|
|
4 Degree of Innovativeness |
49 |
|
|
5 Dimensions: Individual---Group---Network |
50 |
|
|
6 Antecedents of Innovation |
53 |
|
|
7 The Specificity of Service Innovation |
54 |
|
|
8 Problems in Innovation Research |
57 |
|
|
9 Conclusion |
58 |
|
|
Acknowledgments |
59 |
|
|
References |
59 |
|
|
2 Service Innovation: A Review of the Literature |
63 |
|
|
Abstract |
63 |
|
|
1 Background |
64 |
|
|
2 Service Innovation: An Overview |
65 |
|
|
2.1 Service Innovation and Its Characteristics |
65 |
|
|
2.2 Classification of Service Innovation |
67 |
|
|
3 The Dynamic and Systemic Process of Service Innovation |
69 |
|
|
3.1 Service Design and New Service Development |
69 |
|
|
3.2 Open and Collaborative Processes of Service Innovation |
70 |
|
|
3.3 Customer as a Co-creator of Service Innovation |
71 |
|
|
3.4 Systemic Diffusion of Innovation Through Service Value Networks |
72 |
|
|
4 Management of Service Innovation |
74 |
|
|
4.1 Dynamic Capability Building for Service Innovation |
74 |
|
|
4.2 Managing Organizational Knowledge and Learning for Service Innovation |
75 |
|
|
4.3 Creating an Organizational Culture for Service Innovation |
76 |
|
|
4.4 Measurement of Service Innovation and Its Outcomes |
77 |
|
|
5 Conclusion |
79 |
|
|
References |
79 |
|
|
3 Open Service Innovation: Literature Review and Directions for Future Research |
88 |
|
|
Abstract |
88 |
|
|
1 Introduction |
88 |
|
|
2 Alliances and Service Innovation |
89 |
|
|
2.1 Innovation Outcomes |
90 |
|
|
2.2 Alliance Structure |
91 |
|
|
2.3 Partner Characteristics |
92 |
|
|
2.4 Partner Interaction |
93 |
|
|
2.5 Active Innovation Management |
94 |
|
|
3 Alliance Portfolio and Service Innovation |
94 |
|
|
3.1 Innovation Outcomes |
94 |
|
|
3.2 Portfolio Configuration |
96 |
|
|
3.3 Partner Characteristics |
96 |
|
|
3.4 Partner Interaction |
97 |
|
|
3.5 Active Innovation Management |
97 |
|
|
4 Alliance Network and Service Innovation |
98 |
|
|
4.1 Innovation Outcomes |
98 |
|
|
4.2 Network Structure |
100 |
|
|
4.3 Partner Characteristics |
100 |
|
|
4.4 Partner Interaction |
101 |
|
|
4.5 Active Innovation Management |
102 |
|
|
5 Discussion and Conclusion |
103 |
|
|
5.1 A Multi-level Framework of Open Service Innovation |
103 |
|
|
5.2 Future Research Topics |
104 |
|
|
5.3 Conclusion |
105 |
|
|
References |
106 |
|
|
4 Towards an Understanding of Open Innovation in Services: Beyond the Firm and Towards Relational Co-creation |
110 |
|
|
Abstract |
110 |
|
|
1 Introduction |
111 |
|
|
1.1 Service Trends |
111 |
|
|
1.2 Complex Environments and Wicked Problems |
112 |
|
|
2 Service Innovation and the Design Thinking Process |
113 |
|
|
2.1 Service Innovation in a Relational Value Network |
113 |
|
|
2.2 Service Innovation Through a Design Thinking Process |
114 |
|
|
3 Open Service Innovation---A Conceptual Framework for Services Innovation Co-creation |
115 |
|
|
3.1 Open Innovation |
115 |
|
|
3.2 Open Service Innovation |
116 |
|
|
4 Cases of Service Innovation Co-creation |
118 |
|
|
4.1 Competitive Co-creation |
118 |
|
|
4.1.1 Open IDEO: Co-created Professional Services |
119 |
|
|
4.2 Community-Based Competition Co-creation |
119 |
|
|
4.2.1 Threadless Case: Co-created Product Design |
120 |
|
|
4.3 Open Source Co-innovation |
120 |
|
|
4.3.1 Wikipedia Case |
121 |
|
|
4.4 Service Exchange as Open-Creation |
121 |
|
|
5 Dimensions of Co-creation Services and Implications for Firm Performance |
122 |
|
|
6 Conclusion |
123 |
|
|
References |
123 |
|
|
5 Exploring a Multidimensional Approach to Service Innovation |
126 |
|
|
Abstract |
126 |
|
|
1 Introduction |
127 |
|
|
2 The Challenge of Characterizing Service Innovation |
128 |
|
|
2.1 A Multidimensional Approach to Services |
130 |
|
|
2.2 Unexploited Potential of a Multidimensional Approach to Service Innovation: An Hypothesis About Radical Change |
132 |
|
|
3 An Empirical Assessment of Radical Multi-dimensional Changes |
134 |
|
|
3.1 Measuring Service Innovation Dimensions |
134 |
|
|
3.2 Dimensionality Versus Market Success |
135 |
|
|
4 The Future of Multidimensional Conceptualizations |
137 |
|
|
5 Conclusion |
140 |
|
|
References |
141 |
|
|
6 Innovation, Service Types, and Performance in Knowledge Intensive Business Services |
144 |
|
|
Abstract |
144 |
|
|
1 Introduction |
144 |
|
|
2 Service Innovation in KIBS |
145 |
|
|
3 The Relationship Between Service Innovation and Service Types |
146 |
|
|
4 The Complementarity Between KIBS Customization and Standardization/Modularization |
148 |
|
|
5 Causality Redefinition Through the Configurational Approach |
149 |
|
|
6 Outcomes from a Fuzzy Set Qualitative Comparative Analysis (fs/QCA) |
150 |
|
|
7 Managerial Implications |
152 |
|
|
8 Conclusion |
154 |
|
|
Acknowledgments |
154 |
|
|
References |
154 |
|
|
Part IISkills and Capability Buildingin Service Innovation |
157 |
|
|
7 On the Way to a Systematic Service Innovation Competence Framework |
160 |
|
|
Abstract |
160 |
|
|
1 The Relevance of Service Innovation Competences |
160 |
|
|
2 Service Innovation Competences and Systematic Service Innovation |
162 |
|
|
3 Developing a Service Innovation Competence Framework |
164 |
|
|
3.1 Necessity of Developing a Framework |
164 |
|
|
3.2 Theoretical Foundation |
164 |
|
|
3.2.1 Resource-Based View and Competence-Based Perspective |
165 |
|
|
3.2.2 The Service-Dominant-Logic Perspective |
167 |
|
|
3.2.3 Developing Crucial Categories of Competences |
168 |
|
|
3.3 Empirical Findings: A Pilot Case Study |
168 |
|
|
3.4 Developing a Framework for Crucial Service Innovation Competences |
170 |
|
|
3.4.1 Category of Employee Competences |
170 |
|
|
3.4.2 Category of Organizational Competences |
171 |
|
|
3.4.3 Category of Network Competences |
171 |
|
|
3.4.4 Category of Community Competences |
172 |
|
|
4 Practical Implications |
173 |
|
|
5 Conclusion |
174 |
|
|
5.1 Implications for Further Research |
174 |
|
|
References |
174 |
|
|
8 Service Innovation Capabilities for Idea Assessment: An Appraisal of Established and Novel Approaches |
178 |
|
|
Abstract |
178 |
|
|
1 Introduction |
179 |
|
|
2 Idea Assessment in Service Innovation Capabilities Frameworks |
181 |
|
|
3 Cornerstones of Service Idea Assessment |
184 |
|
|
3.1 Assessment Criteria |
185 |
|
|
3.2 Information Sources |
186 |
|
|
3.3 Assessment Group Composition and Assessment Perspective |
187 |
|
|
3.4 Assessment Approach |
188 |
|
|
3.5 Summary Discussion |
191 |
|
|
4 Novel Approaches to Idea Assessment in Service Firms |
191 |
|
|
4.1 Serious Games |
192 |
|
|
4.2 Enterprise Crowdfunding |
194 |
|
|
5 Conclusion |
196 |
|
|
References |
197 |
|
|
9 Employees and Users as Resource Integrators in Service Innovation: A Learning Framework |
201 |
|
|
Abstract |
201 |
|
|
1 Introduction |
202 |
|
|
2 Perspectives on User-Driven and Employee-Driven Innovation in Services |
203 |
|
|
2.1 User-Driven Views on Innovation |
204 |
|
|
2.2 Employee-Driven Views on Innovation |
204 |
|
|
2.3 A Need for an Integrative Perspective |
205 |
|
|
3 Service-Dominant Logic Applied in the Innovation Framework |
206 |
|
|
3.1 Short Summary of the Core Propositions of S-D Logic |
206 |
|
|
3.2 Linkages of S-D Logic to Innovation |
207 |
|
|
4 Effectuation and Bricolage as Frameworks to Tackle the Uncertainties in Innovation |
208 |
|
|
5 Development of Value Co-creation: The Theory of Expansive Learning |
209 |
|
|
6 Integration of Resources as a New Perspective in Innovation Management |
210 |
|
|
7 Learning-Based Resource Integration in Practice: Two Case Examples |
211 |
|
|
7.1 Invisibility of the Creation and Use of Resources as an Analytical Challenge |
211 |
|
|
7.2 Data and the Case Study Methodology |
212 |
|
|
7.3 Results: Development of Resource Integrator Roles and the Co-creation of use Value in Two Cases |
214 |
|
|
7.3.1 Elderly Day Club: Emergence of Collaborative Resource Integration of Employee and Elderly |
215 |
|
|
7.3.2 Forest Preschool: Emergence of Collaborative Resource Integration of Employees, Managers, Children, and Parents |
216 |
|
|
7.3.3 Summary of the Two Cases in the Critical Phase of Resource Integration |
217 |
|
|
8 Conclusion |
219 |
|
|
References |
221 |
|
|
10 Foresight and Service Design Boosting Dynamic Capabilities in Service Innovation |
225 |
|
|
Abstract |
225 |
|
|
1 Introduction |
225 |
|
|
2 Service-Logic-Based Innovation Calls for New Capabilities |
228 |
|
|
3 Why Are Futures Thinking and Design Thinking Needed in Service Innovation? |
230 |
|
|
3.1 Principles of Futures Thinking |
230 |
|
|
3.2 Principles of Design Thinking |
232 |
|
|
3.3 Synergies Between Futures Thinking and Design Thinking |
233 |
|
|
4 A New Framework: Service Innovation Process Grounded on Foresight and Service Design |
234 |
|
|
4.1 Phase 1: Map and Understand |
235 |
|
|
4.2 Phase 2: Forecast and Ideate |
236 |
|
|
4.3 Phase 3: Model and Evaluate |
237 |
|
|
4.4 Phase 4: Conceptualize and Influence |
239 |
|
|
5 Conclusion |
240 |
|
|
References |
241 |
|
|
11 Employment and Skill Configurations in KIBS Sectors: A Longitudinal Analysis |
245 |
|
|
Abstract |
245 |
|
|
1 Introduction |
245 |
|
|
2 Knowledge-Intensive Business Services |
246 |
|
|
2.1 Background |
246 |
|
|
2.2 Main Drivers of KIBS Growth |
247 |
|
|
2.2.1 Outsourcing |
248 |
|
|
2.2.2 New Technology |
249 |
|
|
2.2.3 Regulation and Globalization |
249 |
|
|
2.3 Shifting Perspectives on Knowledge Services |
250 |
|
|
3 Heterogeneity and Sectoral Diversity |
253 |
|
|
4 KIBS Employment and Skills |
255 |
|
|
4.1 Data Description |
255 |
|
|
4.2 Employment Structure |
256 |
|
|
4.3 Skill Configurations |
259 |
|
|
5 Conclusion |
262 |
|
|
References |
264 |
|
|
12 Dynamic Capabilities for Service Innovation in Service Systems |
268 |
|
|
Abstract |
268 |
|
|
1 Role of Human Capital in Skills and Capability Building |
269 |
|
|
2 The Role of Networks in Partnering Organizations |
270 |
|
|
3 Service Innovation in a Service System |
270 |
|
|
3.1 Service Innovation as an Elevated Service Offering |
273 |
|
|
4 Dynamic Capabilities Needed to Build Service Innovation |
273 |
|
|
4.1 Organizational Relationship Capital |
275 |
|
|
4.2 Collaborative Organizational Learning |
275 |
|
|
4.3 Customer Engagement |
276 |
|
|
4.4 Entrepreneurial Alertness |
276 |
|
|
4.5 Collaborative Agility |
276 |
|
|
4.6 Collaborative Innovative Capacity |
277 |
|
|
5 Conclusions |
277 |
|
|
References |
278 |
|
|
Part IIITechnological Developmentsin Service Innovation |
281 |
|
|
13 Role of Web 3.0 in Service Innovation |
283 |
|
|
Abstract |
283 |
|
|
1 Introduction |
283 |
|
|
1.1 Benefits of Web 3.0 |
284 |
|
|
1.2 What Makes Web 3.0 Different |
285 |
|
|
2 Drivers of Innovation |
288 |
|
|
3 Technology Enablers for Innovation |
289 |
|
|
3.1 Web 1.0 |
291 |
|
|
3.2 Web 2.0 |
292 |
|
|
3.3 Web 3.0 |
295 |
|
|
4 Web 3.0 Driving Innovation |
297 |
|
|
4.1 Asian Innovation |
298 |
|
|
4.2 The Value Proposition |
299 |
|
|
4.3 Semantic Innovation Management |
299 |
|
|
4.4 Emergent Analytics |
300 |
|
|
4.5 Semantic Analytics: The Capability to Ask More Complex Questions |
301 |
|
|
4.6 Open Data |
301 |
|
|
4.7 Smarter Computing Through Web 3.0 |
302 |
|
|
4.8 The Potential of Semantic Technologies |
304 |
|
|
4.9 Innovating Societal Norms? |
305 |
|
|
4.10 Innovation of Personal Search: Telling Customers What to Do |
306 |
|
|
4.11 Innovation for Manufacturing |
306 |
|
|
5 E-Science as the Talent Enabler |
307 |
|
|
6 Conclusion |
307 |
|
|
References |
307 |
|
|
14 Service-Oriented Architecture as a Driver of Dynamic Capabilities for Achieving Organizational Agility |
311 |
|
|
Abstract |
311 |
|
|
1 Introduction |
311 |
|
|
2 Service-Oriented Architecture and Dynamic Capabilities |
313 |
|
|
3 An Analytical Framework of SOA as an Enabler of Dynamic Capabilities |
314 |
|
|
3.1 Integration of Internal Assets |
315 |
|
|
3.2 Integration of External Resources |
316 |
|
|
3.3 Rapid Product Development |
316 |
|
|
3.4 Learning |
316 |
|
|
3.5 Creation of Assets |
317 |
|
|
4 Empirical Assessment of the SOA-DC Conceptual Framework |
317 |
|
|
4.1 Integration of Internal Assets |
318 |
|
|
4.2 Integration of External Resources |
319 |
|
|
4.3 Rapid Product Development |
320 |
|
|
4.4 Learning |
320 |
|
|
4.5 Creation of Assets |
321 |
|
|
5 Conclusion |
321 |
|
|
References |
324 |
|
|
15 Disruptive Digital Innovation in Healthcare Delivery: The Case for Patient Portals and Online Clinical Consultations |
327 |
|
|
Abstract |
327 |
|
|
1 Introduction |
328 |
|
|
1.1 Service Innovation in Health Care |
328 |
|
|
1.1.1 Types of Innovations in Healthcare Delivery |
328 |
|
|
1.1.2 Theories of Service Innovation |
329 |
|
|
1.1.3 Digital Innovations in Health Care |
330 |
|
|
1.1.4 Disruptive Innovations in Primary Care |
331 |
|
|
2 Patient Portal |
332 |
|
|
2.1 What Is a Patient Portal? |
332 |
|
|
2.2 Patient Portal and Service Innovation |
333 |
|
|
2.3 Examples of Patient Portals |
334 |
|
|
3 Online Medical Consultation |
335 |
|
|
3.1 What Are Online Medical Consultations? |
335 |
|
|
3.2 Current Practice |
336 |
|
|
3.3 Analogy to Other Industries |
338 |
|
|
4 Secure and Structured eVisit and Patient Portal |
339 |
|
|
5 Future of Medical Service in Primary Care Setting |
342 |
|
|
5.1 Multiple Models of Online Care Delivery |
342 |
|
|
5.2 Barriers and Solutions |
344 |
|
|
References |
345 |
|
|
16 Technology-Driven Service Innovation in the Banking Industry |
349 |
|
|
Abstract |
349 |
|
|
1 Introduction |
349 |
|
|
2 Overview of the Banking Industry in Australia |
351 |
|
|
3 Financial Deregulation and Technological Change |
354 |
|
|
4 Service Innovation within the Banking Industry |
360 |
|
|
4.1 Service Innovation |
361 |
|
|
4.2 Innovation in Service Products |
362 |
|
|
4.2.1 Case Study: EFTPOS and Smart Phone Adaptation |
362 |
|
|
4.3 Innovation in Service Processes |
363 |
|
|
4.3.1 Case Study: Internet Banking |
363 |
|
|
4.4 Security Issues with Innovation |
365 |
|
|
5 The Future of Banking |
366 |
|
|
5.1 Innovations in Banking |
366 |
|
|
5.2 How Should Banks Respond to Technological Change? |
368 |
|
|
5.3 Barriers to Innovation? |
369 |
|
|
6 Conclusion |
370 |
|
|
References |
370 |
|
|
Part IVDesigning Service Innovation |
374 |
|
|
17 Systemic Development of Service Innovation |
377 |
|
|
Abstract |
377 |
|
|
1 Introduction |
378 |
|
|
2 Characteristics of Services and Service Innovations |
378 |
|
|
2.1 The Front End and the Back End |
380 |
|
|
3 Toward a Systemic Development of Service Innovation |
381 |
|
|
4 Understanding Service Systems |
383 |
|
|
4.1 Service Matrixes |
384 |
|
|
5 Developing Service Strategies and Business Models |
386 |
|
|
5.1 Challenges in Service Business Model Development |
389 |
|
|
5.1.1 The Scope and Scale of Services |
389 |
|
|
5.1.2 Service Platforms and Internet Business Models |
390 |
|
|
6 Creating New Meanings Through Service Design |
391 |
|
|
6.1 Design Thinking and Radical Service Innovation |
392 |
|
|
7 Conclusion |
395 |
|
|
References |
397 |
|
|
18 The Role of Socio-Technical Experiments in Introducing Sustainable Product-Service System Innovations |
400 |
|
|
Abstract |
400 |
|
|
1 Introduction |
400 |
|
|
1.1 Transition Toward Sustainability and the Need of Radical Innovations |
400 |
|
|
1.2 Product-Service System Innovation as a Promising Model for Sustainability |
401 |
|
|
1.3 Research Challenge |
402 |
|
|
1.4 Chapter Organization |
403 |
|
|
2 The Challenge of Implementing Sustainable Product-Service System Innovations |
404 |
|
|
3 Insights from Transition Studies |
405 |
|
|
3.1 Dynamics in Socio-Technical Transitions |
405 |
|
|
3.2 The Role of Socio-Technical Experiments in Triggering Radical Innovations |
406 |
|
|
4 Research Questions and Approach |
409 |
|
|
5 Implications for PSS Design and Management |
411 |
|
|
5.1 Cape Town Sustainable Mobility Project |
411 |
|
|
5.1.1 Project Background |
411 |
|
|
5.1.2 Incubation |
412 |
|
|
5.1.3 Socio-technical experimentation |
414 |
|
|
5.1.4 Main Intermediate Project Results and Next Steps |
419 |
|
|
5.2 A New Design and Management Approach: Designing Transition Paths and Socio-Technical Experiments |
419 |
|
|
6 Conclusion |
425 |
|
|
References |
426 |
|
|
19 Servitization as Innovation in Manufacturing---A Review of the Literature |
429 |
|
|
Abstract |
429 |
|
|
1 Concept Introduction |
430 |
|
|
2 Why Do Firms Servitize? |
430 |
|
|
3 Servitization as Innovation in Manufacturing Firms |
435 |
|
|
4 What Services to Offer? |
443 |
|
|
5 How to Servitize |
446 |
|
|
6 Challenges in Servitizing |
453 |
|
|
7 Conclusions |
453 |
|
|
References |
454 |
|
|
20 The Architecture of Service Innovation |
462 |
|
|
Abstract |
462 |
|
|
1 Prolegomena |
462 |
|
|
2 The Innovator's Lens |
463 |
|
|
2.1 Understanding Service Innovation Through the Lens of Architecture |
464 |
|
|
2.2 Structure: Approach |
465 |
|
|
2.3 Foundation: From Products and Services to Architecture |
466 |
|
|
2.3.1 Architecture as a Product |
466 |
|
|
2.3.2 Architecture as a Service |
466 |
|
|
2.3.3 Architecture as a Bifocal Lens |
468 |
|
|
3 What the Greeks Knew |
468 |
|
|
3.1 The Parthenon: A Service Innovation |
469 |
|
|
3.2 Services as Instruments for Experience |
470 |
|
|
4 What the Romans Knew |
470 |
|
|
4.1 (Firmitas) Structure and Sustainability |
471 |
|
|
4.2 (Commoditas) Function |
473 |
|
|
4.3 (Venustas) Experience |
473 |
|
|
5 Five Models for Service Design and Innovation |
474 |
|
|
5.1 The Primacy of Effect and Experience |
474 |
|
|
5.2 The Fetish of Structure/Process/Systems |
475 |
|
|
5.3 The Primacy of Power and Sequence |
476 |
|
|
5.4 Dynamic Experience |
477 |
|
|
5.5 Structure and Skin |
478 |
|
|
6 Conclusion |
479 |
|
|
References |
479 |
|
|
21 Innovation or Resuscitation? A Review of Design Integration Programs in Australia |
482 |
|
|
Abstract |
482 |
|
|
1 Introduction |
483 |
|
|
1.1 The Changing Role of the Designer |
483 |
|
|
2 Design Integration |
486 |
|
|
2.1 What Is Design Integration? |
486 |
|
|
2.1.1 The Problem of Evaluation |
486 |
|
|
3 Identifying International Best-Practice |
487 |
|
|
3.1 Europe |
487 |
|
|
3.1.1 Denmark |
487 |
|
|
3.1.2 United Kingdom |
488 |
|
|
3.2 Asia Pacific |
488 |
|
|
3.2.1 Asia |
488 |
|
|
3.2.2 New Zealand |
489 |
|
|
4 Design Integration Programs in Australia: A Case Study |
490 |
|
|
4.1 Victoria |
492 |
|
|
4.1.1 Victorian Design Integration Policy Discourse |
492 |
|
|
4.1.2 Victoria's Design Integration Program Objectives and Delivery Method |
492 |
|
|
4.1.3 Current Status of Victoria's Design Integration Program |
494 |
|
|
4.2 Design Integration Initiative in Queensland |
495 |
|
|
4.2.1 Queensland's Design Integration Program Objectives and Delivery Method |
496 |
|
|
4.2.2 Current Status of Design Integration Programs in Queensland |
497 |
|
|
4.3 Design Integration Programs in New South Wales and South Australia |
498 |
|
|
4.3.1 Current Status of the Program |
499 |
|
|
5 Conclusion |
499 |
|
|
References |
502 |
|
|
22 Service Innovation Through an Integrative Design Framework |
505 |
|
|
Abstract |
505 |
|
|
1 Introduction |
505 |
|
|
2 Conceptual Building Blocks |
507 |
|
|
2.1 Process for Capabilities Integration |
507 |
|
|
2.2 Value Co-creation in a Digital Ecosystem |
507 |
|
|
2.3 Customer Centricity for Service Excellence |
508 |
|
|
3 Proposed Integrative Service Design Framework |
509 |
|
|
3.1 Service Strategy |
510 |
|
|
3.2 Service Concept |
510 |
|
|
3.3 Service Design |
511 |
|
|
3.4 Customer Experience |
513 |
|
|
3.5 Service Architecture |
515 |
|
|
4 Exemplar Integrative Service Design Practices |
517 |
|
|
5 Conclusion |
521 |
|
|
References |
522 |
|
|
23 Services Innovation in a Circular Economy |
525 |
|
|
Abstract |
525 |
|
|
1 Introduction |
526 |
|
|
2 Concepts Captured by the Circular Economy |
526 |
|
|
3 Identifying Services: Minimising and Value Adding |
528 |
|
|
4 Environmental Sustainability |
529 |
|
|
5 Product-Service Systems and the Circular Economy |
531 |
|
|
6 Service Development Frameworks |
534 |
|
|
7 Sustainability and Business Models |
535 |
|
|
8 Conclusions |
538 |
|
|
References |
539 |
|
|
Part VManagement Issues in ServiceInnovation |
545 |
|
|
24 Illuminating the Service Provider's Strategic Mandate on Realizing Apt Quality and Value Through Service Innovation |
547 |
|
|
Abstract |
547 |
|
|
1 Introduction |
547 |
|
|
2 Service Innovation, New Service Development, and Service Operations Management Logic |
549 |
|
|
3 The Symphony Orchestra: A Context for Studying Service Innovation Management |
552 |
|
|
4 Research Method |
554 |
|
|
5 Research Findings to Advance Service Innovation Understanding and Theorization |
555 |
|
|
6 Conclusion |
564 |
|
|
References |
565 |
|
|
25 Co-creative Practices in Service Innovation |
568 |
|
|
Abstract |
568 |
|
|
1 Introduction |
569 |
|
|
2 Co-creative Practices in Insight Generation |
572 |
|
|
2.1 Co-creative Character 1: Improvisation in Insight Generation |
573 |
|
|
2.2 Co-creative Character 2: Staging Events for Insight Generation |
573 |
|
|
2.3 Co-creative Character 3: Playfulness in Insight Generation |
574 |
|
|
2.4 Co-creative Method/Tool 1: Probes in Insight Generation |
575 |
|
|
2.5 Co-creative Method/Tool 2: Contextmapping in Insight Generation |
575 |
|
|
2.6 Co-creation Example 1: Seeking Insights from the Context with Probes |
576 |
|
|
2.7 Co-creation Example 2: Improvised Scenarios in Use Context |
577 |
|
|
2.8 Co-creation Example 3: Changing Roles While Improvising |
578 |
|
|
2.9 Co-creation Example 4: Insight Generation Through Storytelling |
579 |
|
|
2.10 Summing up Insight Generation |
580 |
|
|
3 Co-creative Practices in Concept Exploration and Development |
581 |
|
|
3.1 Co-creative Character 4: Reflective Dialogue in Concept Exploration |
581 |
|
|
3.2 Co-creative Character 5: Situating Events for Concept Exploration |
582 |
|
|
3.3 Co-creative Method/Tool 3: Speed Sketching in Concept Exploration |
582 |
|
|
3.4 Co-creative Method/Tool 4: Magical Things in Concept Exploration |
583 |
|
|
3.5 Co-creation Example 5: Dialogue-Labs as Settings for Exploring Augmented Mood Boards |
583 |
|
|
3.6 Co-creation Example 6: Cardboard Hospital for Prototyping Patient-Centric Environments and Services |
584 |
|
|
3.7 Co-creation Example 7: Design Games as Setting for Concept Development |
584 |
|
|
3.8 Summing up Concept Exploration |
585 |
|
|
4 Co-creative Practices in Converging Towards a Specification |
585 |
|
|
4.1 Co-creative Character 6: Open-Ended Interpretation |
586 |
|
|
4.2 Co-creative Character 7: Prototyping Service |
586 |
|
|
4.3 Co-creative Method/Tool 5: Service Walkthrough |
587 |
|
|
4.4 Co-creative Method/Tool 6: Experience Prototypes |
588 |
|
|
4.5 Co-creative Example 8: Design Probes as Experience Prototypes |
588 |
|
|
4.6 Co-creative Example 9: Feeding Milan---Scenarios as Open-Ended Prototypes |
589 |
|
|
4.7 Co-creative Example 10: Co-designing a Project Plan |
589 |
|
|
4.8 Summing up Converging Towards Specification |
590 |
|
|
5 Co-creative Practices in Transformative and Implementation Processes |
590 |
|
|
5.1 Co-creative Character 8: Capacity Building |
591 |
|
|
5.2 Co-creative Character 9: Transformative Platforms |
591 |
|
|
5.3 Co-creative Example 11: Design Games as a Co-creative Structure to Organise and Facilitate Cross-Functional Collaboration and Ideation |
591 |
|
|
5.4 Co-creative Example 12: Co-designing a Design Game for Involving Citizens in City of Vantaa |
592 |
|
|
5.5 Co-creative Example 13: A Co-creative Tool Becomes Part of Everyday Processes |
592 |
|
|
5.6 Summing up Transformation and Implementation |
593 |
|
|
6 Conclusion |
593 |
|
|
References |
594 |
|
|
26 Managing Online User Co-creation in Service Innovation |
598 |
|
|
Abstract |
598 |
|
|
1 Introduction |
599 |
|
|
2 User Co-creation and Online Service Innovations Tools |
599 |
|
|
3 The Framework of Capabilities and Online Service Innovation Tools |
600 |
|
|
3.1 The Three Online Service Innovation Capabilities |
601 |
|
|
3.2 Online Service Exploration Capability |
602 |
|
|
3.3 Online Service Conversion Capability |
603 |
|
|
3.4 Online Service Exploitation Capability |
605 |
|
|
4 Innovation World: A Case of Online Service Innovation |
605 |
|
|
4.1 The Creation of New Online Innovation Capabilities and Reconfiguring of Existing Capabilities |
609 |
|
|
5 Conclusion |
610 |
|
|
References |
611 |
|
|
27 Practices for Involving Organizational Customers in Service Innovation |
613 |
|
|
Abstract |
613 |
|
|
1 Introduction |
613 |
|
|
2 Innovation in the Light of Service-Dominant Logic |
614 |
|
|
2.1 From Innovation in Products and Services to Service Innovation |
614 |
|
|
2.2 Innovating New Forms of Value Co-creation |
616 |
|
|
3 Open Innovation and Customer Involvement |
617 |
|
|
3.1 From In-House Innovation to Collaborative Innovation |
617 |
|
|
3.2 Changing Innovation Practices |
618 |
|
|
4 Methodology |
620 |
|
|
4.1 Research Approach and Trustworthiness |
620 |
|
|
4.2 Data Collection and Analysis |
621 |
|
|
5 Findings |
623 |
|
|
5.1 Practices for Customer Involvement in Service Business Development |
623 |
|
|
5.2 In-House Development and Supplier Cooperation |
623 |
|
|
5.2.1 Development Based on Customer Insight |
624 |
|
|
5.2.2 Co-development with Customers |
625 |
|
|
5.2.3 Development by Customers |
626 |
|
|
5.3 The Use of Customer Involvement Practices |
627 |
|
|
5.3.1 Shaping the Context of Value Co-creation |
627 |
|
|
5.3.2 Fostering Network Effects |
628 |
|
|
5.3.3 Living with Contingency |
628 |
|
|
5.3.4 Engaging in Business with Meaning |
629 |
|
|
5.4 Summary of Findings |
630 |
|
|
6 Discussion |
630 |
|
|
6.1 Theoretical Implications |
634 |
|
|
6.2 Practical Implications |
635 |
|
|
7 Conclusion |
635 |
|
|
7.1 Limitations and Further Research |
635 |
|
|
Acknowledgments |
636 |
|
|
References |
636 |
|
|
Part VIInternational Dimensions of ServiceInnovation |
638 |
|
|
28 Services Offshoring: Location Choice and Subnational Regional Advantages in China |
641 |
|
|
Abstract |
641 |
|
|
1 Introduction |
641 |
|
|
2 Service Offshoring and Service Innovation |
643 |
|
|
3 Location Selection in Service Offshoring |
646 |
|
|
3.1 Location Determinants of Service Offshoring Activities |
646 |
|
|
3.2 From National Advantages to Subnational Regional Advantage |
650 |
|
|
4 Location of Offshoring Services in Chinese Cities |
653 |
|
|
5 Conclusion |
657 |
|
|
References |
658 |
|
|
29 Innovative Strategies in Servicing International Markets from Ireland |
661 |
|
|
Abstract |
661 |
|
|
1 Introduction |
661 |
|
|
2 Globalisation and Transnational Networks |
663 |
|
|
3 Offshoring and Fragmenting Value Chains |
666 |
|
|
4 The Evolving Model of Servicing International Markets |
667 |
|
|
5 Competing for Inward Investment |
668 |
|
|
6 Innovative Tax Strategies |
670 |
|
|
7 Ireland's Emerging Internationally Traded Services Sector |
671 |
|
|
8 Company Case Studies |
675 |
|
|
9 EMEA Servicing and Subsidiary Evolution |
675 |
|
|
10 Conclusion |
678 |
|
|
References |
679 |
|
|
30 Leveraging Value Across Borders---Do `Market Place Interactions' Trump `Market Space Transactions'?: Evidence from Australian Firms in Industrial Markets |
682 |
|
|
Abstract |
682 |
|
|
1 Leveraging Value Across Borders---Do `Market Place Interactions' Trump `Market Space Transactions'?: Evidence from Australian Firms in Industrial Markets |
683 |
|
|
1.1 Introduction |
683 |
|
|
1.2 Services and Embedded Services |
684 |
|
|
1.2.1 Services and Internationalization |
686 |
|
|
1.3 Research Method |
688 |
|
|
1.4 Overview of Results |
690 |
|
|
1.4.1 Case Study 1 |
690 |
|
|
1.4.2 Case Study 2 |
691 |
|
|
1.4.3 Case Study 3 |
692 |
|
|
1.4.4 Case Study 4 |
693 |
|
|
1.5 Discussion |
695 |
|
|
1.6 Conclusion |
696 |
|
|
References |
697 |
|
|
31 Frugal Services Innovation---Lessons from the Emerging Markets and an Adoption Framework for First-World Corporations and Governments |
701 |
|
|
Abstract |
701 |
|
|
1 Introduction |
702 |
|
|
2 Innovation |
703 |
|
|
2.1 Emerging Challenge to Innovation |
703 |
|
|
2.2 Emerging Response to the Innovation Challenge |
704 |
|
|
3 Motivation for Frugal Innovation |
705 |
|
|
3.1 The Concept and Phenomenon of Frugal Innovation |
706 |
|
|
3.2 Frugal Innovation as a Competitive Advantage |
707 |
|
|
4 The Concept of Reverse Innovation |
708 |
|
|
4.1 Impact of Reverse Innovation on Developed Economies |
708 |
|
|
4.2 Frugal Innovation and the Changing Dynamics of Resource Allocation |
709 |
|
|
5 Frugal Innovation in Services |
710 |
|
|
6 Adoption Framework for the Developed Economies |
711 |
|
|
6.1 Model for Organizations to Develop and Deploy Frugal Innovations |
712 |
|
|
6.2 Application of the Innovation Model in the Management of Frugal Services |
716 |
|
|
7 Conclusion |
718 |
|
|
References |
718 |
|
|
Part VIIService Innovation in the GovernmentSector |
721 |
|
|
32 How to Manage a Service Innovation Process in the Public Sector: From Co-Design to Co-Production |
724 |
|
|
Abstract |
724 |
|
|
1 Introduction |
724 |
|
|
2 User-Driven Innovation |
726 |
|
|
2.1 Traditional Way to Participate in Decision Making on Services |
726 |
|
|
2.2 A New Way to Participate in Decision Making on Services Through Service Co-Design and Co-Production |
727 |
|
|
2.2.1 Discovery Phase |
728 |
|
|
2.2.2 Creation Phase |
728 |
|
|
2.2.3 Reality Check Phase |
729 |
|
|
2.2.4 Implementation Phase |
729 |
|
|
3 Case Study of Co-Design Services: The Lauttasaari Project |
729 |
|
|
3.1 Design Probe as a Tool to Understand the Daily Life of the Customer |
730 |
|
|
3.2 Services Based on Customers' Needs |
731 |
|
|
3.3 Enabling Customers to Make Final Decisions on Services |
732 |
|
|
4 Change Management |
733 |
|
|
4.1 Theoretical Background |
733 |
|
|
4.2 User-Driven Innovations as Change Drivers |
736 |
|
|
4.3 The Lauttasaari Project Revisited: Decision Making, Change Management, and Innovation |
737 |
|
|
4.4 The Lauttasaari Project as a Change Process |
738 |
|
|
4.5 Lauttasaari Project as an Innovation Process |
739 |
|
|
5 Conclusion |
740 |
|
|
References |
741 |
|
|
33 Innovating Universities: Technocratic Reform and Beyond |
744 |
|
|
Abstract |
744 |
|
|
1 Introduction |
745 |
|
|
1.1 Structure |
746 |
|
|
2 Interpreting Higher Education Within the Service Sector |
747 |
|
|
2.1 Linear-Technocratic Framing and Beyond |
747 |
|
|
2.2 Complexity Perspectives |
749 |
|
|
3 Innovating Australian Higher Education in Practice |
751 |
|
|
3.1 Policy Directions |
751 |
|
|
3.2 Remaking University Governance |
753 |
|
|
3.3 Linear-Technocratic Innovation and Academic Work |
755 |
|
|
3.3.1 De-professionalization and Effacement of Academic Autonomy |
756 |
|
|
3.3.2 Work Intensification and Workload |
756 |
|
|
3.3.3 Marketizing Teaching and Learning |
758 |
|
|
3.3.4 Increased Standardization of Teaching and Research |
759 |
|
|
3.3.5 Casualization and Flexibilization |
760 |
|
|
4 Conclusion |
761 |
|
|
4.1 Beyond Corporate-Technocratic Management? |
761 |
|
|
References |
762 |
|
|
34 Business Model Approach to Public Service Innovation |
767 |
|
|
Abstract |
767 |
|
|
1 Introduction: The Diminishing Public Sector |
767 |
|
|
2 Cross-Sector Collaboration in Public Service Innovation |
769 |
|
|
3 The `Business Model' Concept |
770 |
|
|
4 Six Innovative Modes of Public Service Delivery for Service Innovation: Australian Evidence |
774 |
|
|
4.1 Privatisation |
775 |
|
|
4.1.1 Case Study: Commonwealth Bank |
775 |
|
|
4.2 Public Private Partnerships |
776 |
|
|
4.2.1 Case Study: Sydney Airport Link |
776 |
|
|
4.3 Contracting Out |
777 |
|
|
4.3.1 Case Study: Department of Immigration and Citizenship |
778 |
|
|
4.4 Commercialisation |
778 |
|
|
4.4.1 Case Study: Cochlear |
779 |
|
|
4.5 Franchising |
779 |
|
|
4.5.1 Case Study: Sydney Ferries |
780 |
|
|
4.6 Social Benefit Bonds |
780 |
|
|
4.6.1 Case Study: Pilot Social Bonds in NSW |
781 |
|
|
5 Towards a New Business Model Framework for Public Sector Innovation |
781 |
|
|
5.1 Customer as a Key Resource |
782 |
|
|
5.2 Innovation Ecosystem: Cross-Sector Collaboration |
782 |
|
|
5.2.1 Stakeholders |
787 |
|
|
5.2.2 Connections or Inter-sector Relationships |
787 |
|
|
5.2.3 Information Sharing |
787 |
|
|
6 Conclusion |
788 |
|
|
A.x(118). Appendix 1 |
789 |
|
|
A.x(118).0 Overview of the Ten Existing Business Model Frameworks |
789 |
|
|
References |
792 |
|
|
35 Exposing an Economic Development Policy Clash: Predictability and Control Versus Creativity and Innovation |
795 |
|
|
Abstract |
795 |
|
|
1 Introduction |
795 |
|
|
1.1 Identifying a Limited Portfolio of Investments in Fostering Innovative Activity |
796 |
|
|
2 Understanding Policy Discourse |
797 |
|
|
2.1 Policy Language---A Layering of Perspectives, Values and Meaning |
798 |
|
|
2.1.1 Examining Policy Intention Verses Choice of Policy Instrument |
799 |
|
|
3 Exploring the Constellations of Academic Discourses Informing Innovation Policy in South Australia |
802 |
|
|
3.1 Endogenous Growth Theory |
802 |
|
|
3.1.1 Successful Innovation---An Exchange and Application of Knowledge |
803 |
|
|
4 Enculturation Within Policy Domains |
804 |
|
|
4.1 Adopting Strategic Planning to Support Evidence-Based Policy Making |
805 |
|
|
5 A Case Study---The South Australian Strategic Plan: Predictability and Control Versus Creativity and Innovation |
806 |
|
|
5.1 Fostering Creativity and Innovation Across the Economy---Reality of Rhetoric? |
808 |
|
|
6 Identify Conflicting Values in Policies and Programs to Foster Creativity and Innovation |
810 |
|
|
7 Conclusion |
814 |
|
|
References |
816 |
|
|
Epilogue |
819 |
|
|
Terminology |
821 |
|