Service innovation through dynamic knowledge management

Shang, Shari S. C.; Lin, Shu-Fang; Wu, Ya‐Ling

doi:10.1108/02635570910939362

Cited by 61 publications

(50 citation statements)

References 43 publications

(33 reference statements)

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“…The corresponding empirical observation has also been made by Fyrberg and Jüriado (2009) who emphasize that innovation potential is reduced when one partner dominates the cooperation. Simply put, balanced influence is a key enabler of learning and knowledge transfer (Muthusamy and White, 2005) and can thus enhance innovativeness (Hurley and Hult, 1998;Shang et al, 2009). This will especially be Governing for innovation the case in rather complex and challenging settings as in horizontal service cooperations.…”

Section: Effects Of Operational Governancementioning

confidence: 99%

Governing for innovation in horizontal service cooperations

Steinicke

Wallenburg

Schmoltzi

2012

Journal of Service Management

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Purpose -The purpose of this study is to provide insights into the role of governance mechanisms in fostering innovativeness in horizontal service cooperations. Design/methodology/approach -Data were collected from 225 horizontal service cooperations in the logistics industry via an online survey. Structural equation modeling was used to analyze the empirical data. Findings -The choice of governance measures helps to improve the innovativeness of service cooperations. The use of formalization and balanced mutual influence, combined with cultural similarity provides the basis for the development of new or enhanced services within the cooperation. In contexts that build on equity-based contracts, innovativeness is driven by the degree of mutual influence among partners. Research limitations/implications -Empirical data were collected in a single industry (logistics) and in a single country (Germany). A confirmation of the results in different service settings is therefore encouraged. Practical implications -This research emphasizes the importance of governance in facilitating innovation in service cooperations. By applying the right governance mechanisms in possible settings of co-opetition, managers can foster coordination and the exchange of knowledge and diminish opportunistic behavior among parties. Originality/value -The research is extended by developing a model based on the knowledge of service innovation, cooperation performance and governance mechanisms and by empirically testing this model.

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Section: Effects Of Operational Governancementioning

confidence: 99%

Governing for innovation in horizontal service cooperations

Steinicke

Wallenburg

Schmoltzi

2012

Journal of Service Management

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“…Understanding customer needs, willingness to buy, and purchasing cycles allows salespeople to provide better customer service. Customer service can be studied using survey or qualitative data, such as an in-depth case study (Shang et al, 2008). However, these techniques require special research plans and are not easy to apply on a regular basis.…”

Section: Introductionmentioning

confidence: 99%

Analysis of automobile repeat-purchase behaviour on CRM

Kim

2014

Industrial Management &Amp; Data Systems

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to suggest a method of selecting efficient customer service programmes and of providing relevant customer information to dealers, based on the analysis of repeat-purchase behaviour data in the automobile industry. Design/methodology/approach -A recurrent event model is proposed and employed to determine which variables affect repurchasing behaviour in consumers' repurchase cycles. Unlike the conventional recurrent event model, the proposed model uses common variables for all strata, as well as stratum-specific variables. Findings -Empirical results show that age, price difference, change in vehicle type, and marketing promotion affect the likelihood of repeat purchase. VIP service centres and repair services are effective marketing tools, and dealers should pay more attention to existing customers having certain characteristics, depending on prior purchase behaviour. Practical implications -Though many customer service programmes are devised and implemented at great cost, Customer Relationship Management (CRM) data reveal that classic car-care services are the most essential. CRM can provide dealers with essential customer information that enables real purchases. Originality/value -Collecting primary data on automobile purchase behaviour and customer service usage is difficult, and therefore, customer behaviour strategy is often formulated using basic principles alone. The paper proposes a method to construct a service strategy and formulate deal guidelines based on CRM data and statistical modelling.

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“…The focus of these management approaches is to adopt specific quality assurance activities throughout the development life cycle with input from developers, customers, and users (Poth and Sunyaev 2014), that ultimately improve customer's acceptance of software quality at release time. Prior research has examined various supporting mechanisms including the adoption of total quality management principles and process knowledge management (Shang and Lin 2009), among others. While software testing activities tend to remain relegated to the final stages of development work, SQM brings a more holistic approach to ensure user acceptance, keeping in mind today's global reach of enterprise user groups.…”

Section: Introductionmentioning

confidence: 99%

Vision 2020: The Future of Software Quality Management and Impacts on Global User Acceptance

Poston

Calvert²

2015

Lecture Notes in Computer Science

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Abstract. This paper explores the future evolution of software quality management (SQM), testing, and global user acceptance approaches keeping in mind the evolution in software and technology quality management in general, including new technologies and the increasing adoption of new software development life cycle methodologies such as Agile and Scaled Agile. These evolutions are forcing quality organizations to change the way they approach software quality processes, including increased outsourcing of development, and the need to update traditional testing and user acceptance testing approaches which lag behind with manual and invasive techniques. User acceptance as we know it today must evolve.This discussion about evolution should deemphasize the role of the end user in "testing" and emphasize the end user's role in acceptance, adoption, and ability to influence the quality and usability of software much further upstream in the development life cycle. User acceptance teams should increase their role in user experience, the development of usability standards, non-invasive automation techniques gathering usage data, etc. All of these mechanisms should increase the ability of the end user to influence product quality and enhance the user experience and acceptance. Perceptions of end user's participation in user acceptance events need to be transformed away from just another cycle of software testing. User acceptance should not be about testing, but about validating that the end user needs and expectations have been met. All testing and other quality processes should be completed and defects corrected before the end user is engaged in the process of "accepting" the deliverable.Thus, this effort will explore the future of SQM and its impacts on global user acceptance. We will discuss how organizations involve users throughout the development life cycle to facilitate adoption, user experience, and usability of new technologies. This discussion will be embedded in the use of futuristic new technologies and development methodologies. To explore these notions, this study gathers input from technology visionaries about best practices approaches for facilitating SQM and user acceptance throughout the development life cycle.

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Service innovation through dynamic knowledge management

Cited by 61 publications

References 43 publications

Governing for innovation in horizontal service cooperations

Governing for innovation in horizontal service cooperations

Analysis of automobile repeat-purchase behaviour on CRM

Vision 2020: The Future of Software Quality Management and Impacts on Global User Acceptance

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