Customizing business-to-business (B2B) professional services: The role of intellectual capital and internal social capital

Madhavaram, Sreedhar; Hunt, Shelby D.

doi:10.1016/j.jbusres.2017.01.007

Cited by 77 publications

(72 citation statements)

References 48 publications

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“…Previous studies on communication support the view that the firm's ability to share knowledge, exchange ideas, and exploit expertise and experiences enhance creativity (Carmeli et al, ; Cheng and Krumwiede, ; Dong et al, ; Gong et al, ). In this domain, previous studies advance our knowledge on the impact of internal and customer communication on organizational and team creativity (Carmeli et al, ; Cheng and Krumwiede, ; Dong et al, ; Gong et al, ; Madhavaram and Hunt, ; Stock, ). However, research on the impact of internal and customer communication on FLEs' customer orientation is rare.…”

Section: Literature Review: Conceptual Backgroundmentioning

confidence: 81%

“…By identifying creativity as an important resource used at the service encounter, this study not only contributes in the literature by identifying the outcome of FLEs' creativity (Schepers et al, ), but it unpacks a key mechanism that supports FLEs creativity in fostering ad hoc innovation at the service encounter. Previous investigation on KIBS firms has failed to connect organizational creativity to customized service solutions (see Madhavaram and Hunt, ). The focus on FLEs' creativity instead of organizational creativity coupled with the research design using multiple informants in this study provides a robust and accurate understanding of FLE creativity and its effect on ad hoc innovation in KIBS firms.…”

Section: Discussionmentioning

confidence: 99%

“…In terms of service innovation at the service encounter, Sørensen et al () identify FLEs' creativity as one of the main antecedents of unplanned and customized services developed at the service encounter. Recent research on KIBS firms that focuses on creativity at the organizational level fails to find a strong relationship between creativity and the development of customized services at the service encounter (Madhavaram and Hunt, ). Precisely why creativity at the organizational level, which is the accumulation of creativity at the individual level, fails to affect the service solutions developed at the service encounter is unclear as there is a dearth of research in the area.…”

Section: Literature Review: Conceptual Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Siahtiri¹

2018

J of Product Innov Manag

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The service encounter is the primary interface and critical nexus between frontline employees (FLEs) and customers, where service innovation evolves. In knowledge intensive business services (KIBS), FLEs' behaviors that support service innovation at the service encounter are especially important because FLEs have to engage in ad hoc innovation at that time. Ad hoc innovation means developing unplanned service solutions that can solve a customer's ill‐structured and complex problem. Although the central role of FLEs has been acknowledged, at present, we still know little about what supports their creativity and customer‐oriented behaviors that trigger ad hoc innovation. Drawing on data from 150 KIBS firms using a multiple informant design (three respondents per firm), findings show that both internal and customer communications increase FLEs' creativity and customer orientation. Further, the results show that FLEs' creativity and customer orientation are strongly related to ad hoc innovation developed at the service encounter. In focusing on the contingency effects of transactional leadership, the results show that transactional leadership moderates the relationship between FLEs' creativity–FLEs' customer orientation and ad hoc innovation differentially. This research provides theoretical and practical implications for scholars and practitioners through unpacking the contribution of enriched service encounter on ad hoc innovation.

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Section: Literature Review: Conceptual Backgroundmentioning

confidence: 81%

Section: Discussionmentioning

confidence: 99%

Section: Literature Review: Conceptual Backgroundmentioning

confidence: 99%

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Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Siahtiri¹

2018

J of Product Innov Manag

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“…Mass customization of NEE based on the IMS has become an effective way to provide new energy solutions. Within the context of the manufacturing revolution, customization is not only an important strategic goal for manufacturing enterprises building core competitiveness, but also a hot issue in global academic discussions [32][33][34][35][36].…”

Section: Literature Reviewmentioning

confidence: 99%

Decision Making for Principal‐Agent Contracts in Intelligent Customization for New Energy Equipment

Meng

Song

Zhao

2019

Mathematical Problems in Engineering

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Intelligent manufacturing is a sustainable impetus to development of customization for new energy equipment. Reasonable principal-agent contract decision making can play a positive role in improving utility for customers and securing their long-term involvement. This paper establishes a multistage principal-agent model of intelligent customization for new energy equipment. The principal-agent and intelligent customization decisions, yielding risk avoidance and a better cost-benefit ratio, emerged from solving the model. A decision modification mechanism, used to improve intelligent customization output and consolidate customer trust, was proposed for agents. Research shows that overavoidance of customization risk by new energy equipment manufacturers reduces the efficiency of intelligent customization and aggravates the cost-benefit dilemma. Viewing intelligent customization as a long-term cooperative process, manufacturers can achieve a larger increase in equipment customization output at a smaller cost and enhance customer trust by adopting such a decision modification mechanism. The effect of this mechanism is obvious when the risk intensity is low. However, under the assumption of a multistage model, improvement of customer utility is mainly influenced by risk controllability. This paper provides solutions to the risk avoidance and cost-benefit dilemma problems of intelligent customization. The static principal-agent model was improved to a multistage model by setting the timeline. Long-term effectiveness of the decision modification mechanism was verified using this multistage model.

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“…Business-to-business (B2B) often develops highly customized offerings for their customers. Customizing B2B professional services is knowledge of intensive process that requires the coordinated efforts of individuals with specialized knowledge and skills (Madhavaram & Hunt, 2017). As part of B2C cooperation, it has to be mention:…”

Section: B2b and B2c Relation In The Implementation Of The Organizatimentioning

confidence: 99%

Contemporary Quality Management Model of Professional Services in B2c and B2b Systems Cooperation

Klimecka-Tatar

2018

10th International Scientific Conference “Business and Management 2018”

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In the paper the method for assessing the quality of professional services in the B2C (business to customer) and B2B (business to business) systems has been presented. The quality evaluation is analyzed according to relationships in the implementation of professional medical services (medical and prosthetic service). A dependence of information flow, knowledge management has been performed as a factor that builds mutual trust between the client (patient), service provider (dentist) and subcontractor (dental technician). The quality management model in the context of B2C and B2B cooperation has been emphasized.

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Customizing business-to-business (B2B) professional services: The role of intellectual capital and internal social capital

Cited by 77 publications

References 48 publications

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Innovation at the Service Encounter in Knowledge Intensive Business Services: Antecedents and Boundary Conditions

Decision Making for Principal‐Agent Contracts in Intelligent Customization for New Energy Equipment

Contemporary Quality Management Model of Professional Services in B2c and B2b Systems Cooperation

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