Effectiveness of IT Service Management Capability: Value Co-Creation and Value Facilitation Mechanisms

Abstract

Information technology service management (ITSM) has become the prevalent management approach to the provision of IT services worldwide. Researchers and practitioners, however, still lack an understanding regarding through which mechanisms and in which strategic contexts an ITSM capability contributes most to information systems (IS) effectiveness. Grounded in a service-dominant logic, we hypothesize that ITSM capability contributes to IS effectiveness through sustaining the alignment of the IS function with the business and contingent upon organizational IS strategic conservativeness. Data collected from 256 organizations confirms that direct effects from ITSM capability are mediated by ISbusiness alignment and strengthened by IS strategic conservativeness. Our findings provide evidence for a co-occurrence of value co-creation and value facilitation mechanisms in internal IT service relationships and for a greater value of ITSM capability in stable strategic contexts. Overall, our results contribute a novel understanding to the service literature of the distinct mechanisms and the facilitating contextual contingencies of value creation in IT service relationships.

Effect of Easiness, Service Quality, Price, Trust of Quality of Information, and Brand Image of Consumer Purchase Decision on Shopee Online Purchase

“…Service changes include the implementation of a service with the set operation capability (ability and resources) in the distribution of services in the provider side and also the customer. The distribution service also covers all the activities of the provider for consumption of services, including support services, and recovery services (Winkler & Wulf, 2019).…”

Re-Investigating the Roles of Green Service-scape to Improve Tourism Performance Marketing Service Dominant Logic Perspective: A Literature Review

“…Improving service methods, various types of services, service quality, service goals, service design with green environmental conditions, resources and corporative support of service providers (Jonas et al, 2018). GSD's innovation capabilities can be seen in how service producers design, implement and evaluate service objectives (Colm et al, 2019), utilizing a specific competency and skills base (Chester et al, 2018), creating industrial organizational intelligence (Rose et al, 2019), creating creativity and idea management, shaping structures and systems, creating a culture and atmosphere that promotes services, and being able to master technology management (Winkler & Wulf, 2019). In the organization of the innovation industry known as strategic management decisions (Lewnes & Keller, 2019), (Guo, 2019).…”

“…The attention of service actors to the destination environment requires attention to value co-creation in improving the marketing performance e.g. (Bourne, 2020) (Winkler & Wulf, 2019). GSD needs to be traced back in order to increase the value of tourist destination services.…”

Corporate, operational, and information systems strategies: Alignment and firm performance

“…By contributing to strategic decision making, planning, and implementation (Manchanda & Mukherjee, 2014;Mirchandani & Lederer, 2014), an EIS can be instrumental in improving organizational outcomes, achieving strategic objectives (Delone & McLean, 2003;Winkler & Wulf, 2019), attaining competitive advantage (Doll & Torkzadeh, 1998), and generally ensuring long-term sustainability (Gatian, 1994;Gökşen, Damar, & Doğan, 2016;Karim, 2011;Yuthas & Eining, 1995). By supporting innovation adoption, an EIS can be key in maintaining or improving competitive performance (Hernández, Jiménez, & Martín, 2008;Herring & Roy, 2007;Ranjan, Jha, & Pal, 2016).…”