Innovation management and co-creation in KIBs: An approach to the ICT services sector

Nuchera, Antonio Hidalgo; Herrera, Rafael Fernando López

doi:10.1016/j.techfore.2020.120278

Cited by 20 publications

(24 citation statements)

References 45 publications

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“…The TEMAGUIDE model focuses on analyzing innovation processes from an organizational point of view, making a clear pragmatic approach demonstrated by multiple successful applications (COTEC, 1999). The model aims to measure the degree of development of an organization's innovation process, allowing comparisons between firms, and has been widely applied in different industrial (Hobday, 2005) and service sectors (D'Alvano & Hidalgo, 2012;Hidalgo & Herrera, 2020;Orfila-Sintes & Mattsson, 2009). ii.…”

Section: Innovation and Aeronautical Sectormentioning

confidence: 99%

Innovation management in the aeronautical sector: the 5F3D model

Hidalgo

Palomares

2021

Economic Research-Ekonomska Istraživanja

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The aeronautical sector is one of the most innovative sectors internationally due to the rigorous levels of safety and quality required of aircrafts. However, we currently have limited knowledge of how firms develop the innovation management processes. The present study proposes an innovation model to evaluate how the innovation is strategically managed through factors and determinants that enable the innovation processes in an aeronautical firm. Based on a case study to a relevant firm in the aeronautical sector, the results show the validity of the proposed model and evaluate the efficiency and robustness of the innovation management process in the aeronautical firm by means of the definition of three indexes. An index of innovation indicates the development of the innovation management process of the analyzed firm. A second index measures the maturity of the determinants that enables the innovation in the firm, and a third index measures the level of global maturity of the innovation process.

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Section: Innovation and Aeronautical Sectormentioning

confidence: 99%

Innovation management in the aeronautical sector: the 5F3D model

Hidalgo

Palomares

2021

Economic Research-Ekonomska Istraživanja

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“…They consider: The results obtained indicate that the generation of added value in ICT services requires the implementation of co-creation processes in which different actors are involved. In this context, customers, partners, and suppliers play an important role, while this is not the case with universities (Hidalgo, Herrera, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Untitled

2021

JESI

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Restricted measures for social isolation taken as precautions in the fight against pandemic due to the COVID-19 virus, have changed dramatically the normal business and professional life. Companies in all sectors have to be adaptive and flexible in order to survive in this complex and hardly unpredictable business environment. At first glance ICT sector is not so severely and visibly affected by the COVID-19 economic crisis. Due to numerous reasons companies from the sector have so far shown an enviable level of flexibility and adaptability to the rapid changes in business environment conditions. As a response to the anti-epidemiological requirements, most often used tool from ICT companies is to transform working processes from office to home, following the line of social isolation. In this regard the major objective of the current article is to reveal the specifics of home office work in ICT companies and its impact on the employees' motivation in terms of their perceptions and level of commitment to the achievement of companies` goals. For this purpose we used questionnaire survey among employees working in different job positions in ICT companies in Bulgaria (n=158). Our findings reveal that majority of employees (almost 80% of responders) have positive attitude to the home office as a working measure in social isolation conditions. On the other hand, home office does not significantly impact on the level of employees` motivation and their engagement to the achievement of the company's goals. Based on analysis of collected data, we propose divers measures for improving the employees satisfaction and motivation in specific context of home office work during stress crisis situation, such the pandemic is.

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“…Their employees not only require a high degree of interaction and collaboration with business partners for both diagnosis and delivery of innovative services (Barrett and Hinings, 2015; Gann and Salter, 2000), but also work on team-based projects to provide tailored, expertise-based and innovative solutions/suggestions in their interaction with clients. The prerequisites and conditions under which employees engage in complex business-to-business (B2B) service innovation process have not been robustly explored in the service innovation literature (Hidalgo and Herrera, 2020). Thus, to examine how employees engage in B2B service innovation in IT industries, we use a three-stage research design, incorporating multisource data, to explore the nature of service innovation engagement (SIE), investigate factors enhancing service innovation performance (IP) and analyze the relationship between them, to reconcile previously published inconsistent findings on their linkages.…”

Section: Introductionmentioning

confidence: 99%

Enhancing IT industry employees’ service innovation performance: antecedents and outcomes of service innovation engagement

Pai

Tsai

Zhong

2022

EJM

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Purpose This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance. Design/methodology/approach Self-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling. Findings Employees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts. Research limitations/implications The sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity. Practical implications Managers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation. Originality/value This study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects.

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Innovation management and co-creation in KIBs: An approach to the ICT services sector

Cited by 20 publications

References 45 publications

Innovation management in the aeronautical sector: the 5F3D model

Innovation management in the aeronautical sector: the 5F3D model

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Enhancing IT industry employees’ service innovation performance: antecedents and outcomes of service innovation engagement

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