Exploring constrained rates of adoption of total cost of ownership models: A service-dominant logic analysis

Freiling, Jörg; Dressel, Kathrin

doi:10.1177/0266242613519118

Cited by 10 publications

(7 citation statements)

References 55 publications

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“…We turn to the dynamic capabilities literature to predict how the combination of internal and external capabilities might facilitate the development of knowledge critical to the service innovation process (Freiling and Dressel, 2015;Lusch et al, 2007). Service-focused firms succeed by using external knowledge rather than creating knowledge internally (Storey et al, 2016), so knowledge gained from customers (Carbonell et al, 2009;Melton and Hartline, 2010) and other external relations (Storey et al, 2016) enhances service innovation performance.…”

Section: Service Innovation Performancementioning

confidence: 99%

Exploring antecedents of service innovation performance in manufacturing SMEs

Mennens¹,

Gils

Odekerken‐Schröder

et al. 2018

International Small Business Journal

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Various factors enable manufacturing firms to attain a competitive advantage based on service innovation-that is, to achieve service innovation performance. Starting from a dynamic capabilities perspective, this article predicts that absorptive capacity is one such critical factor, which in turn may be driven by employee collaboration and the firm's search breadth. The findings of a survey study of small to medium-sized Dutch manufacturing firms confirm that employee collaboration and search breadth have positive effects on an organization's potential absorptive capacity, whereas employee collaboration also reinforces its realized absorptive capacity. Thus realized absorptive capacity ultimately enhances service innovation performance. The results have implications for dynamic capabilities theory, and they provide practitioners with potential means to outperform their competitors in service innovation efforts.

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Section: Service Innovation Performancementioning

confidence: 99%

Exploring antecedents of service innovation performance in manufacturing SMEs

Mennens¹,

Gils

Odekerken‐Schröder

et al. 2018

International Small Business Journal

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“…Preservation of the well-known business and an (over-)emphasis on exploitation, based on firm routines, technological expertise, established learning styles or core competences (Leonard- Barton, 1992;Bettis & Wang, 2003) seems to be 'logical' from this angle -a disruptive change, however, not. Based on empirical evidence in mechanical engineering, Freiling and Dressel (2015) found how a goods-dominant logic, developed and practised over decades, 'made sense' internally and prevented the unfolding of service-dominant logic (Vargo & Lusch, 2004;Vargo & Lusch, 2007).…”

Section: Dominant Logic and Its Immanent Ambiguitymentioning

confidence: 99%

Untitled

2021

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALManagement, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNALThe entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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“…Empirical evidence suggests (e.g. Freiling & Dressel, 2014) that sophisticated new business models promise 'win-win' constellations for both customers and suppliers, but face the problem of limited adoption in target markets. Insofar, the implementation goes along with numerous obstacles.…”

Section: The General Settingmentioning

confidence: 99%