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Resource test-driving for service innovation: How ordinary employees innovate new value propositions
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center. Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration.
Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration. Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center.
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center. Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration.ORCID iD: 0000-0002-2982-9651
Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration. Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center.ORCID iD: 0000-0003-2705-0836
2012 (English)In: Proceedings of the 15th QMOD-ICQSS conference / [ed] Su Mi Dahlgaard-Park, Poznan, Poland: COMPRINT, Poznan Univ. of Technology , 2012Conference paper, (Refereed)
Abstract [en]

Purpose

The purpose of this paper is to investigate the role of ordinary employees in service innovation. Departing from the service-dominant (S-D) logic, service innovation is conceptualized as a resource integration process leading to the creation of value propositions.

Methodology

The paper reports on a case study of service development at three different organizations. Twenty ordinary employees were interviewed. Ordinary employees are defined as those lacking a formal innovation obligation, e.g. frontline employees. These normally have knowledge of both the customers’ needs and the firm’s ability to realize these.

Findings

The findings suggest that ordinary employees contribute to service innovation by test-driving resource integrations and potential value propositions. Specifically, the findings suggest that ordinary employees use three different ways of test-driving resources: Cognitive test-driving; Test-driving in practice, and Discursive test-driving. Although the findings suggest that these ways of test-driving resources are intertwined, they also suggest that parts of the innovation process are dominated by one of these.

Research limitations/implications

This article is based on a case study of three organizations, thus limiting the possibility of statistical generalization.

Originality/value

The study is novel in several respects: (i) it introduces the notion of resource test-driving; (ii) it provides a systematic empirical analysis of how ordinary employees contribute to service innovation through test-driving resource integrations and new value propositions; (iii) it offers an S-D logic informed service innovation model; (iv) it contributes to the S-D logic by detailing how resource integration takes place in practice.

Place, publisher, year, edition, pages
Poznan, Poland: COMPRINT, Poznan Univ. of Technology , 2012.
Keyword [en]
Service innovation, employee-driven innovation, resource integration, resource test-driving, service-dominant logic.
National Category
Business Administration
Research subject
Business Administration
Identifiers
URN: urn:nbn:se:kau:diva-16423OAI: oai:DiVA.org:kau-16423DiVA: diva2:589504
Conference
QMOD conference on Quality and Service Sciences. Sept 5-7. Poznan University of Technology, Poznan, Poland
Available from: 2013-01-18 Created: 2013-01-18 Last updated: 2017-08-10Bibliographically approved

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