Corporate social capital, market orientation, organizational learning and service innovation performance: An empirical survey in the Pearl river delta of China

Abstract

Abstract:Purpose: Service innovation performance (SIP) is an important driver of growth and wealth of service firms in wide range of industries. Yet, few researches have been done to explore its influencing factors. The purpose of this paper intends to identify the impacts of corporate social capital, market orientation and organizational learning on service innovation in the Pearl River Delta of China.Design/methodology/approach: The paper mainly adopted the empirical research. A Structure Equation Model containing an intermediary variable was established to explore the relationships of SIP. Findings:The main findings of the research support some of the propositions: (1) Both corporate social capital, market orientation and organizational learning have distinct positive impact on service innovation performance; (2) Corporate social capital, market orientation has a positive effect on organizational learning respectively, and (3) organizational learning plays a mediating role between the corporate social capital, market orientation and service innovation performance.-303-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1318Research limitations/implications: The research object of this paper has been restricted to the enterprises in Pearl River Delta of China. By contrast, variables and theories all come from western research, which was not adequate in explaining some results in the context of China.Given the limited theoretical and empirical research to service innovation, future research studies might widen their examinations scope to include other potential factors.Originality/value: The insights from this paper can help service managers to better understand the relationship among corporate social capital, market orientation, organizational learning and service innovation performance in the context of China's economic transformation, as well as providing some useful guidance for the service sector's innovation activities.

Social capital and entrepreneurial career resilience: The role of entrepreneurial career commitment

“…Studies on networks have established that social capital leads to several key outcomes such as subjective well-being (Matsushima & Matsunaga, 2015) happiness (Bartolini & Sarracino, 2014) innovation (Jian & Zhou, 2015) performance (Meiseberg, 2015) economic development (Graeff & Svendsen, 2013) entrepreneurial intention (Evald et al, 2011). But this paper dwells on the literatures that relate social capital, commitment and resilience.…”

Effects of organisational learning on service innovation performance: the mediating effect of supply chain collaboration and the moderating role of interpersonal trust

“…Knowledge absorption is important for companies to face and solve the problem of the increasing costs of knowledge creation, and the problem of increasing knowledge obsolescence. Knowledge integration make company possess different transformative capacity, at the same time, it promotes the accumulation of collaborative experience, so as to maintain the good cooperative relationships (Jian and Zhou, 2015). Therefore, we propose:…”

“…As implied in the service-dominant logic, service innovation is a complex and incremental process (Vargo et al, 2008). It refers to improve and change the existing service process and product through using new technologies (such as information and communication technologies) to promote service quality and service efficiency, and finally forms the competitive advantage (Inaba and Miyazaki, 2010;Jian and Zhou, 2015). Service innovation is special compared with product innovation because it may provide intangible outcomes (Lusch and Nambisan, 2015).…”

The Impacts of Customer Interaction and Social Capital on New Service Development Performance

“…Innovation of this study lay in breaking through traditional enterprises' focus on nology, personnel and financial support for operation of enterprise [34]. Among them, the leading and key users played a big role as a source of innovative ideas, especially user-initiated product innovation provided a lot of valuable information to enterprise [35].…”