Success Factors for Service Innovation: A Meta‐Analysis

Service sectors form a considerable part of the world economy. Contrary to the logical assumption that service innovation research should represent a significant share of all innovation research, the vast majority of innovation studies focus on products as opposed to services. This research presents a meta‐analysis of the antecedents of service innovation performance conducted on 92 independent samples obtained from 114 articles published between 1989 and 2015. This research contributes to our understanding of service innovation in three major ways. First, this is the first meta‐analysis that specifically assesses the relative importance of antecedents of service innovation performance, while also pinpointing the differences in meta‐analytic findings between antecedents of service and product innovation performance. Although there are some universal success factors that transcend the boundaries between services and products, the presence of marked differences implies that it would be wrong to treat the development of new services and new products as the same. Second, the meta‐analysis demonstrates that the antecedents of service innovation performance are contingent on the sector context (i.e., explicit versus tacit services). Comparing results between products and services, and between tacit and explicit services, there appears to be a continuum where explicit services sit interstitial between tacit services on one side and products on the other. Third, the meta‐analysis compares and contrasts the antecedents of two dimensions of service innovation performance (i.e., commercial success and strategic competitive advantage). Previous meta‐analyses treated these two dependent variables collectively, which falls short of identifying issues that may affect management decisions when faced with different objectives. Additionally, this research investigates the effect of several other moderators (i.e., culture, unit of analysis, journal quality, and year of publication) on the relationships between the antecedents and service innovation performance. The results are discussed in relation to their implications for research and managerial practice.     

Communities of Practice versus Organizational Climate: Which One Matters More to Dispersed Collaboration in the Front End of Innovation?*

Dispersed collaboration provides many benefits such as members' closeness to local cultures and markets and reachability of talent worldwide. Hence, it is no surprise that dispersed collaboration is frequently being used by product development teams. A necessary but not sufficient condition for innovation performance is the sharing of tacit, non‐codified and explicit, codified knowledge by the team. Situated learning theory, however, predicts that tacit knowledge sharing will be largely prevented by “decontextualization.” Therefore, increasing usage of dispersed collaboration will decrease levels of tacit knowledge—crucial to innovation and organizational performance—in the business unit. This research investigates the moderating role of mechanisms believed to enable tacit knowledge transfer in the front end of innovation. Using data from 116 business units, the moderating role of communities of practice and organizational climate on the relationship between the proficiency of dispersed collaboration and front end of innovation performance is investigated. Encouragement of communities of practice is found to moderate the relationship between proficiency of dispersed collaboration and front end of innovation performance on the business unit level. More specifically, proficiency of dispersed collaboration is not related at all to front end of innovation performance in business units with low support for communities of practice; but a positive relationship exists in business units with high support for communities of practice. This study does not provide support for the moderating effect of organizational climate on the relationship between proficiency in dispersed collaboration and front end of innovation performance. However, supportiveness of climate has a significant direct effect on front end of innovation performance. The findings of this study suggest that managers should simultaneously invest in increasing proficiency in dispersed collaboration and supporting communities of practice. Either one by itself is insufficient. Because of its significant direct effect, managers should also nurture an open climate favoring risk taking, trust, and open interaction.     

Organizing Continuous Product Development and Commercialization: The Collaborative Community of Firms Model

The increased importance of knowledge creation and use to firms' global competitiveness has spawned considerable experimentation with organizational designs for product development and commercialization over the last three decades. This paper discusses innovation‐related organizational design developments during this period, showing how firms have moved from stand‐alone organizations to multifirm network organizations to community‐based organizational designs. The collaborative community of firms model, the most recent organizational design in this evolutionary process, is described in detail. Blade.org, a purposefully designed collaborative community of firms dedicated to the continuous development and commercialization of blade servers, a computer technology with large but unforeseeable market potential, is used as an illustrative case. Blade.org's organizational design combines a community “commons” for the collective development and sharing of knowledge among member firms with explicit institutional mechanisms for the support of direct intermember collaboration. These design elements are used to overcome the challenges associated with (1) concurrent technological and market experimentation and (2) the dynamic coordination of a complex emergent system of hardware, software, and services provided by otherwise independent firms. To date, Blade.org has developed more than 60 new products, providing strong evidence of the innovation prowess of the collaborative community of firms organizational model. Based on an analysis of the evolution of organizational designs and the case of Blade.org, implications for innovation management theory and practice are derived.     

Application and performance impact of stage–gate systems – the role services in the firm’s business focus

Although service innovation is important, knowledge of new product and service development, including the positive effect of stage‐and‐gate‐type systems, has been derived almost exclusively from studies in the manufacturing sector. In the present paper, we address two important questions: How do differences in the firm’s business focus, which describes whether a firm puts more emphasis on products or services in its business activities, influence the usage of such formal innovation processes? Is stage‐and‐gate‐type systems’ impact on innovation program performance contingent on the firm’s business focus? Unlike previous studies, we not only differentiate service and manufacturing by industry classification codes but also apply a continuous measure to take into account the blurring of boundaries between the manufacturing and service businesses. Based on a comprehensive discussion of service‐specific characteristics and their implications for innovation management and using a cross‐industry, multi‐informant sample of innovation programs from 272 firms with 1,985 informants, we find empirical support for firms with a stronger focus on the service business being less likely to use stage‐and‐gate‐type systems. Furthermore, the use of stage‐and‐gate‐type systems fosters innovation program performance, and this effect becomes stronger as the business focus shifts toward services. This result implies that service‐based firms can benefit from stage‐and‐gate‐type systems to a greater extent than product‐based firms. Our research also demonstrates the gap between the desired level of innovation process formalization and its current usage in practice, especially for firms with a dominating service business.     

Incubation matters: Measuring the effect of business incubators on the innovation performance of start‐ups

This article explores the role of business incubators on the innovation performance of start‐ups; in addition, we also investigate how the incubation effect moderates other important factors driving their innovation performance. The empirical evidence comes from a sample of firms located in Northern Italy belonging to the manufacturing (mechanical engineering firms) and service sectors (knowledge‐intensive business services). The results suggest that the incubation effect is very important in shaping the innovation performance of new ventures (measured as a percentage of sales of new‐to‐market innovations). Moreover, it positively moderates the impact of (1) the internal technical capabilities and (2) the adoption of a limited portfolio of collaborations for innovation.     

Appropriability mechanisms for manufacturing and service firms: the contingencies of openness and knowledge intensity

Conventional wisdom argues that appropriating returns from innovation requires protection mechanisms. However, there will be limits to the effectiveness of formal and informal appropriability mechanisms for innovation performance. Their effectiveness will be contingent on the nature of the knowledge that firms are trying to protect and the openness of their innovation strategy (sharing knowledge while attempting to protect knowledge is known as the ‘paradox of openness’). Do these boundary conditions apply to both manufacturing and service firms equally though? Analyzing data from the UK Community Innovation Survey, this study provides evidence for a continuum – from discrete product manufacturing firms, whose products rely heavily on codified, explicit knowledge and for which formal methods are strongly associated with innovation performance, to knowledge-intensive service firms, which tend to rely more on complex tacit knowledge and for which innovation is linked to informal, not formal, appropriability. The findings show that the paradox of openness is a limited problem for service firms. The benefits of collaboration for innovation performance outweigh any reduction in the effectiveness of appropriability. For manufacturers, the benefits of collaboration disappear with high formal appropriability, and thus, discrete product manufacturers, contrary to conventional wisdom, may find it beneficial to reduce collaboration breadth and invest in informal appropriability mechanisms. Knowledge-intensive servitized manufacturers find formal methods effective but only with no or minimal collaboration.     

From Experience: Harnessing Tacit Knowledge to Achieve Breakthrough Innovation

The ability to create a stream of revolutionary new products can represent a sustainable competitive advantage for firms in almost any industry. Whereas evolutionary product improvements often follow predictable trajectories, breakthrough innovations involve unexpected leaps of creativity and insight. Despite its strategic importance, however, little is known about the process by which innovators achieve these valuable breakthroughs. This article proposes that breakthrough innovations result from the harnessing of tacit knowledge possessed by individuals and project teams. Tacit knowledge lies below the surface of conscious thought and is accumulated through a lifetime of experience, experimentation, perception, and learning by doing. Managers who can tap into this vast pool of creative energy can elevate the innovative capabilities of their teams well beyond the incremental and mundane. The article begins by establishing the vital importance of breakthrough innovations to the competitiveness of firms. This strategic mandate is followed by a brief discussion of the nature and implications of tacit knowledge in the context of innovation. The remainder of the article describes three mutually reinforcing methods for encouraging the explication and sharing of tacit knowledge among design team members. The ultimate goal is to establish a generative atmosphere for breakthrough innovation, in which divergent thinking, improvisation, and artistic creativity merge with the practical demands of the product development process. The first step toward harnessing the creative power of tacit knowledge is to foster the emotional commitment and deep personal involvement of design team members. Managers can accomplish this goal through the development of inspiring “innovation stories,” encouragement of reasonable risk‐taking and experimentation, building of unique team identities, and displaying unbridled confidence in a team's creative abilities. Once the emotional commitment of team members has been assured, two techniques are proposed as catalysts for breakthroughs derived from tacit knowledge. These methods are based on evidence that intimate physical interaction during the creative process, both person to object and person to person, may be a catalyst for tacit insights. The first technique highlights the use of early and frequent prototyping as a powerful focal point for the explication of tacit knowledge from both the design team and potential customers. The second technique involves the encouragement of face‐to‐face interaction between innovators during product development, thereby enabling creative improvisation and real‐time knowledge sharing. Several implications for managers are highlighted, including the need for a greater emphasis on employee retention, the importance of developing a nurturing environment for innovation, and the value of intimate physical interaction, including early prototyping, indwelling with customers, and co‐location of teams wherever possible.     

From Internal to Network Labor Markets? Insights on New Promotion Processes from the Call Center Industry

Research on network forms of organization suggests that “business units” may be a more useful analytical unit than “firms” in understanding restructuring of internal labor markets. We find evidence for this proposition by analyzing promotion opportunities in 1760 call centers in sixteen countries. We find substantial differences in promotion opportunities internal to the unit versus elsewhere, related to the use of explicit versus tacit knowledge in performance evaluation, distinctions between unit‐specific and general‐firm knowledge, and network‐bridging organizational characteristics.     

Antecedents of Innovation Strategies in New Technology‐based Firms: Interactions between the Environment and Founder Team Composition

This research contributes to the ongoing stream of research on the integration of technical and business knowledge for successful innovation, but does so with a unique focus—that of new firm founder teams. This is in contrast to much of the existing literature, which focuses on organizational units in large firms. As part of their strategy for success, new technology‐based firms need to find an optimal balance between exploration and exploitation in their innovation activities. However, the resource constraints they typically face make it difficult for them to pursue both at the same time, which means that at any given point in time they are likely to opt for either exploration or exploitation rather than both. The purpose of this research is to investigate what influences new technology‐based firms to select one innovation strategy over another. Data collected in 145 new technology‐based firms are used to test hypotheses about how environmental conditions and founder team composition interact in their contributions to choice of innovation strategy. Based on hierarchical regression analysis of the data, the research findings suggest that teams consisting of individuals who have dissimilar backgrounds are more likely to adapt their innovation strategy to the characteristics of the environment than teams of individuals with similar backgrounds. Conversely, teams consisting of individuals with similar backgrounds are more likely to continue to follow their preferred strategy. However, as competitive intensity or environmental dynamism increases, such teams are likely to deviate from their preferred strategy.     

Inconclusive Innovation “Returns”: A Meta‐Analysis of Research on Innovation in New Product Development*

This research on studies that have empirically examined the construct innovation provides a meta‐analysis of the marketing, management, and new product literatures. The study extends previous meta‐analytic works by drawing on 70 independent samples from 64 studies (published from 1970 to 2006) with a total sample size of 12,921. The overall objective is to propose a synthesized model that includes technological turbulence, market turbulence, customer orientation, competitor orientation, organizational structure, innovation, and new product performance. Six baseline hypotheses were developed and tested. The goal is not only to derive empirical generalizations from these literatures but also to investigate sources of inconsistencies in the findings. Four substantive and two methodological artifacts were tested to determine whether they moderate model relationships (i.e., whether the effect sizes differ for any of the six baseline hypotheses). The potential moderators were project versus program level of analysis, the nature of change required by the innovation, service versus product, country of the data's origin, continuous versus categorical measurement, and the number of scales used. From a theoretical perspective, the results corroborated the resource‐based view framework regarding the determinants and the performance outcome of innovation. New product performance (the performance outcome) is a direct consequence of innovation, and this effect is stronger when the data are collected from Western countries. This relationship holds regardless of whether the level of analysis is the new product program versus project or whether the innovation is a product or a service, a robust result relevant to researchers and managers alike. As for the determinants of innovation, the results were as follows. While market turbulence is overall not a direct antecedent to innovation, technological turbulence is overall positively related (especially when market discontinuities are considered or when the data are collected from Asian countries). Customer orientation encourages new product innovation overall, but especially at the program (as opposed to project) level in Western countries. The effect of competitor orientation is also positive. The results for either orientation construct or either turbulence construct held whether the level of analysis was project versus program or whether services versus products were examined. However, the relationship of mechanistic organizational structures to innovation, although positive in the overall sample, did vary by product (positive) versus service (negative).     

Toward a capability‐based conceptualization of business model innovation: insights from an explorative study

Although business model innovation (BMI) is more and more being acknowledged as key strategic task, current research is missing a conceptualization of core elements and relevant organizational capabilities. These research gaps impede a full theoretical understanding and a systematic and purposeful managerial application. By drawing on dynamic capability literature, this study addresses the question of how firms systematically and purposefully pursue BMI. Empirical analysis is based on six case studies in the specialized publishing industry, in which technological change has triggered numerous opportunities for new business models. The findings demonstrate that BMI can be conceptualized as a distinct dynamic capability. This capability can be disaggregated into a firm's capacity to sense business model opportunities, seize them through the development of valuable and unique business models, and reconfigure the firms' competences and resources accordingly. The present study outlines how distinct organizational routines and processes undergird these capacities. A conceptualization as dynamic capability contributes to a theoretical underpinning of BMI by integrating previously discussed dimensions of this phenomenon. Moreover, managers can gain concrete guidelines about how to systematically and purposefully approach BMI.     

Innovation orientations and their effects on business performance: contrasting small‐ and medium‐sized service firms

This study examines the relative performance of small‐ versus medium‐sized service firms with respect to innovation orientations and their effect on business performance. We examine the effect of innovation on business performance between the two groups of firms, exploring differences in innovation orientation on performance between the groups of small‐ and medium‐sized firms. We also examine differences within each group, exploring the extent to which innovation focus differs within each group. The empirical data were drawn from 180 managers in Australian service small and medium enterprises. The findings suggest that while there is no difference between small‐ and medium‐sized firms with respect to their innovation orientations, significant differences exist between the firm's size with respect to the effect of innovation orientations on business performance. Specifically, exploitation innovation has a stronger effect on business performance among small firms compared with medium‐sized firms, and exploration innovation shows a stronger effect on business performance among medium‐sized firms compared with small firms. Overall, the findings show important relative differences between innovation orientations and business performance across different sized firms.     

Cross-functional integration as a knowledge transformation mechanism: Implications for new product development

The importance of cross-functional integration (CFI) teams involving workers with multiple forms of functional expertise to work on new product development cannot be overemphasized. CFI is an organic structure and it allows the team members' tacit knowledge embedded in individuals to be realized in the new product development team's collective knowledge - a holistic appreciation and understanding about how to achieve new product development goals. Specifically, despite the pivotal role of CFI and knowledge appreciation in new product development teams, scholars appear to have overlooked the integration of individual level factors, team level factors, individual tacit knowledge, and group collective knowledge within the context of achieving the new product development objectives. Adopting knowledge, CFI, and socialization theories, we propose a conceptual framework that stipulates that the factors at the team level (goal congruence, task cohesion, interpersonal cohesion, and transformational leadership) and the qualification of team members (common knowledge, functional expertise, and their positions in the network) influence the effectiveness of tacit-to-collective knowledge transformation.     

A new perspective on open innovation: established and new technology firms in UK bio‐pharmaceuticals

The aim of this paper is to explore open innovation (OI) implementation and its impact on firm innovation performance in sectors experiencing technological discontinuities. The paper employs the framework of inbound, outbound and coupled OI to identify processes reflecting sourcing, externalising and exchanging knowledge across organisational boundaries on upstream and downstream innovation activities and explores their impact on the innovation performance of new and established technology firms. The empirical setting is the UK bio‐pharmaceuticals sector during 1991 and 2001, a paradigmatic era of discontinous change and intensified OI implementation. First, our findings show that new technology firms (NTFs) and established technology firms (ETFs) differ in their extent and patterns of inbound, outbound and coupled OI, reflecting that they implement OI to manage their competences in light of technological change. Second, we identify a complex and multifaceted relationship between OI and patenting performance, with NTFs experiencing enhanced performance from some OI processes while ETFs experiencing challenges. The paper suggests that delineating OI into inbound, outbound and coupled, along upstream and downstream activities, offers a deeper understanding of the role of OI in innovation, guiding selective implementation in pursuing enhanced innovation performance during periods of discontinuous technological change.     

Life‐Cycle Flexibility: How to Measure and Improve the Innovative Capability in Turbulent Environments*

Managing innovation in rapidly moving environments, such as Interned‐based services, is a major challenge for the consolidated theories on product and service development. The innovation management literature identifies flexibility as the right way for coping with these challenges. By increasing the development process flexibility, it is possible to reduce the development time as well as the time and cost needed for last‐minute concept changes. But this is not enough. The product or service must also be flexible after it has been released: A life‐cycle flexibility (LCF) must be pursued. Focused on the Italian on‐line discount brokers industry, this article is a result of a two‐staged research process that started with a qualitative explorative phase (i.e., case‐study methodology) and ended with a quantitative explorative one (i.e., questionnaire methodology). It identifies three different LCF dimensions—frequency of adaptation, rapidity of adaptation, and quality of adaptation—and it defines a metric for each of them. Subsequently, it identifies five managerial and organizational practices that increase at least one of the three LCF dimensions: (1) to manage the back‐end technological competences; (2) to share the front‐end technological competences with external suppliers; (3) to utilize open and standard technologies; (4) to have a low formalization of the new service development (NSD) procedures; and (5) to have high formalization of the NSD organization.     

Value for value—The dynamics of supplier value in collaborative new product development

Suppliers are recognized as an important source of innovation. Research into supplier involvement in new product development has shown that benefits can potentially be reaped by customers. However, a relatively unexplored precondition is the willingness of suppliers to invest in their customers’ innovative efforts. In this exploratory, theory-extending research, we investigate the value that a supplier can experience from being involved in high tech firms’ new product development. We find that value comes in three forms for suppliers: (1) financial payment for sales volumes and product development services, (2) technological knowledge and product designs, and the (3) reputation of doing business with leading-edge firms Additionally, we place this in a dynamic, long-term perspective, and find indications for a positive or negative feedback effect, depending on the emphasis the buyer puts on collaborative innovation with the supplier and the extent to which suppliers can use competences, knowledge and reputation resulting from the collaboration in subsequent business development activities. The positive effect results in added value for both parties in the dyad, and the negative effect leads to the opposite.     

Product–service innovation and performance: the role of collaborative partnerships and R&D intensity

Treating the intersection of the strategic partnerships, R&D intensity and servitisation literatures, this study explores empirically whether external collaborative service development and provision and industrial R&D intensity help to unpack the complex relation between product–service innovation (servitisation) and performance. We argue that manufacturing firms implementing services benefit from strategic partnerships with Knowledge‐Intensive Business Service (KIBS) firms. KIBS partnering provides opportunities for downsizing, externalising risks and sharing knowledge. Additionally, manufacturers in R&D‐intensive industries are more likely to benefit from implementing service provision than firms in other sectors because of industry dynamics and reduced customer uncertainty. The study surveys executives in 370 large manufacturers worldwide. Results reinforce the importance of concentric strategic partnerships to successful product–service innovation in high R&D industries.     

Appropriability and the retrieval of knowledge after spillovers

Research summary: Firms create and capture value through innovation. In technology‐driven firms, there has been an explicit emphasis on appropriability through imitation deterrence and cumulative inventions that build on prior firm innovation. We introduce systematic empirical evidence for a third mechanism of appropriability namely, knowledge retrieval, which is defined as the re‐absorption of previously spilled knowledge. We extend previous studies which consider technological complexity and organizational coupling as predictors of appropriability by examining their impact on knowledge retrieval. We find that technological complexity has a curvilinear relationship with retrieval while organizational coupling has a negative relationship. We discuss the implications of these findings for theories of absorptive capacity, organizational design and appropriability of innovation. Managerial summary: It is a widely held assumption that knowledge should be protected and held tightly within the firm to ensure value creation and value capture. The implicit recognition is that knowledge spillovers, or knowledge leakage, is detrimental to performance. By examining the patterns of citations among patents of 142 semiconductor firms, we study how organizational structure and technological complexity play a role. We find that moderate technological complexity improves appropriability. If imitation deterrence is paramount, then the optimal structure would be a tightly‐coupled organization. In other instances, loosely‐coupled organizations may be superior because they foster internal cumulative innovations and, if spillovers were to occur, they also maximize knowledge retrieval. Our findings suggest that all is not lost when spillovers occur and that firms can continue to benefit in downstream innovations. Copyright © 2015 John Wiley & Sons, Ltd.     

Do We Have to Get Along to Innovate? The Influence of Multilevel Social Cohesion on New Product and New Service Development

In this study, based on the Comparative Performance Assessment Study survey conducted by the Product Development Management Association, the authors develop and test a model which considers the antecedents and performance outcomes of social cohesion, a seemingly critical organizational factor in new product development (NPD). Using a sample of over 450 innovation and product development professionals from North America, Europe, and Asia, social cohesion is conceptualized and tested across three levels—within team cohesion, between team cohesion, and between firm cohesion. The results of a structural equation model indicate several differences between the antecedents of the varying forms of social cohesion. A post hoc exploration of the difference between goods‐ versus service‐dominant firms provides a clearer picture of cohesion's influence on innovation outcomes. Specifically, within team and between team cohesion are positively associated with new services performance, while for traditional goods‐based NPD, within team, between team, and between firm cohesion all appear to be positively related to performance. The findings suggest that high social cohesion is not always optimal and that managers should focus on specific types or levels of social cohesion as opposed to thinking about social cohesion as a one‐dimensional construct. The findings also suggest that goods‐ and service‐centric firms can use different tactics or strategies to drive social cohesion and, ultimately, new product performance, and that innovation managers may need to allocate resources differently depending on the nature of the market offering being developed. The paper also presents several implications for theory and practice, as well as future research directions related to the various levels of social cohesion and their influence on new product and new service performance.     

Understanding the role of service innovation behavior on business customer performance and loyalty

Providing new services to customers gives firms a competitive advantage in the market. Consequently, firms strive to develop innovative service that delivers new value propositions to customers and leads to customer satisfaction and the acquisition of new customers. The authors investigate the relationship between the innovative behavior of service providers, business customer performance, and business customer loyalty in the safety industry. The study's results show that technology-oriented and co-creation-oriented innovative behavior leads to business customer performance. Business customer performance is closely related to recommendations and re-contracts. Moreover, the degree of safety involvement has a moderate effect between service innovation and business customer performance. The findings have important theoretical and managerial implications for service innovation for researchers as well as service providers.