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Incremental and radical open service innovation
Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), Centrum för tjänsteforskning.
Karlstads universitet, Fakulteten för ekonomi, kommunikation och IT, Centrum för tjänsteforskning. Department of Business Administration, Linköping University, Linköping, Sweden.ORCID-id: 0000-0002-6589-8662
Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), Centrum för tjänsteforskning.ORCID-id: 0000-0001-8278-1442
Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), Centrum för tjänsteforskning. Eawag, Dubendorf, Switzerland & Department of Business Administration, Linköping University, Linköping, Sweden.
2018 (engelsk)Inngår i: Journal of Services Marketing, ISSN 0887-6045, E-ISSN 0887-6045, Vol. 32, nr 2, s. 101-112Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Originality/value 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.

sted, utgiver, år, opplag, sider
Emerald Group Publishing Limited, 2018. Vol. 32, nr 2, s. 101-112
Emneord [en]
Service innovation, Open innovation, Radical innovation, Incremental innovation, New service development, Case study method
HSV kategori
Forskningsprogram
Företagsekonomi
Identifikatorer
URN: urn:nbn:se:kau:diva-66877DOI: 10.1108/JSM-04-2016-0161ISI: 000427270500001OAI: oai:DiVA.org:kau-66877DiVA, id: diva2:1194213
Tilgjengelig fra: 2018-03-29 Laget: 2018-03-29 Sist oppdatert: 2019-05-13bibliografisk kontrollert
Inngår i avhandling
1. Open Service Innovation in Industrial Networks
Åpne denne publikasjonen i ny fane eller vindu >>Open Service Innovation in Industrial Networks
2019 (engelsk)Licentiatavhandling, med artikler (Annet vitenskapelig)
Abstract [en]

Constant development of new technologies in a rapidly changing and globalized world decreases product life cycles. Time-to-market is crucial for commercial success. This development requires resources to create new knowledge and skills within organizations and together in networks with other firms. Open innovation is an alternative for developing innovative products and services that takes advantage of external knowledge and give access to new market channels. Even though services is vital for economic growth and fits well with the open innovation model, there is little research on open service innovation.

The purpose of the thesis is to extend knowledge on how service innovations emerge and evolve in open innovation nets in industrial networks. It also aims to follow the development from idea to a commercial service. The thesis describes organization for service innovations to emerge and develop in open service innovation nets. It also explains the actors involved and their different innovator roles in the development from idea to commercial services.

The present research provide insights how the organization of the development work might differ between incremental and radical service innovation. there is a range of organizing templates (archetypes) that fit different types of development work. Where previous research on open service innovation has focused on radical service innovation present research suggests that open service innovation also can be a strategy for incremental service innovation.

Present research shows how actors take on multiple innovator roles in the innovation process of open service innovation. The more radical changes, the more roles each actor takes on. Present research add a new innovator role to previous research, The Constitutional Monarch. The Constitutional Monarch has a central position in all archetypes, but as the name implies, has no decision power. The research also sheds light on how the hub firm deploys not one but a portfolio of network orchestration processes dependent on the archetype used for open service innovation.

Abstract [en]

The development of new technologies in a rapidly changing and globalized world decreases product life cycles, time to market is crucial. Firms can no longer rely solely on internal knowledge in new product-/service development. They require external resources to create new knowledge and skills within their organizations. Developing innovative products and services that takes advantage of external knowledge and give access to new market channels is labeled open innovation. Even though the open innovation model is well known and widely spread, there is little research on open service innovation.

The aim of the thesis is to understand and describe how service innovations emerge and evolve in open innovation nets (groups) in industrial networks, and to follow the development from idea to a commercial service. The thesis describes organization for service innovations to emerge and develop in open service innovation nets. It also explains the actors involved and their different innovation roles in the development of service innovations in open service innovation nets.

The present research provide insights how the organization of the development work might differ between incremental and radical service innovation. It suggests that open service innovation can be a strategy not only for radical but also for incremental service innovation.

The thesis also present a new innovator role to add to existing research, The Constitutional Monarch. The Constitutional Monarch has a central position as third-party facilitator catalyzing the innovation process but has no decision power.

sted, utgiver, år, opplag, sider
Karlstad: Karlstads universitet, 2019. s. 65
Serie
Karlstad University Studies, ISSN 1403-8099 ; 2019:18
Emneord
Open Innovation, Service Innovation, Open Service Innovation, Radical Innovation, Incremental Innovation, Role Constellations, Innovator Actors, Innovation Roles
HSV kategori
Forskningsprogram
Företagsekonomi
Identifikatorer
urn:nbn:se:kau:diva-72018 (URN)978-91-7867-030-7 (ISBN)978-91-7867-035-2 (ISBN)
Presentation
2019-06-17, 11C 369, Karlstad, 13:15 (engelsk)
Opponent
Veileder
Tilgjengelig fra: 2019-05-31 Laget: 2019-05-13 Sist oppdatert: 2019-05-31bibliografisk kontrollert

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