How can Service-Oriented Architecture drive service innovation in newly emerging service systems?

Innovation in services can be regarded as an inter-play of service concepts, service delivery practices, client interfaces, and service delivery technologies. Furthermore, innovations in services are increasingly brought to the market by networks of firms, selected for their unique capabilities and operated in a coordinated manner, referred to as a service system or service value network (SVN). Bringing such service innovations to market by a network of firms requires extensive coordination and integration of data, information/knowledge and processes, while ensuring strategic alignment of partnering firms. In this research we examine how Service-Oriented Architecture (SOA), and its effect on Information Technology Infrastructure Flexibility (ITIF), acts as an enabler for recently identified organizational drivers of services innovation in a service system, namely Collaborative Architecture Management (CAM) and Collaborative Organizational Infrastructure (COI). © 2011 AICIT

Digital Interorganizational Collaboration

How can digital technology enable flexible interorganizational collaborations (IOCs)? This study investigates a challenge facing firms seeking to build highly flexible interfirm relationships to remain competitive in the digital age. It explores how flexible IOCs characterized by changing goals, organizations and organizational actors can leverage digital technology to rapidly generate interorganizational dynamic capabilities (IDCs) in the absence of pre-existing routines. Using multiple case studies of COVID-19 task forces in the US and Canada, we observe how digital generativity derives from a diverse and changing set of digital tools used together to respond to a rapidly changing environment. In doing so, this study extends digital generativity beyond digital platforms into more flexible applications of digital technology. This approach addresses a central problem in the IOC literature: how organizations competing in the digital age can shift their strategic focus from competition to collaboration (Gkeredakis & Constantinides 2019)

Information Technology Investment, Environmental Hostility, and Firm Performance: The Roles of Family Ownership in an Emerging Economy

This study examines the influence of family owner-ship on information technology (IT) investment and its impact on the moderating effect of environmental hostility on the relationship between a firm’s IT in-vestment and its performance in an emerging econ-omy context. We theorize that the roles of family ownership can be bi-directional under varying co-ningencies; thus comprehensive studies on family ownership are much needed. This study aims to ad-dress this research gap. A panel dataset of more than 3,000 large Indian publicly traded firms is used to test our theory. The results suggest that on the one hand, family ownership has a negative effect on IT investment, and on the other hand, when the external environment is hostile, family ownership can help to reduce the negative moderating impact of environ-mental hostility on the IT investment-firm perfor-mance relationship. Contributions and implications of our research are discussed

Operationalisation of the organisational orientation and culture construct in service value networks

Todays service organisations increasingly operate as part of a larger service system or Service Value Network (SVN). This requires organisations to develop a work culture which encourages collaboration, communication, creativity, risk taking and empowerment among their members, and motivates employees to question fundamental beliefs and work patterns. This paper develops the Organisational Orientation and Culture (OOC)-construct for building a sustainable SVN, and comprises four key cultures and orientations from the literature: entrepreneurial orientation, collaborative culture, learning orientation, and market/customer orientation. Using empirical data from a large Australian telecommunications SVN, and through the use of Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) (using a holdout sample), this paper demonstrates that Collaborative Culture, Entrepreneurial Orientation, and a newly merged factor Freedom of Speech Culture emerge as the predominant underlying factors of culture for contemporary collaborative service organisations

Service-oriented architecture as a driver of service innovation in newly emerging service systems: An exploratory view

Innovation in services can be regarded as an inter-play of service concepts, service delivery practices, client interfaces, and service delivery technologies. Furthermore, innovations in services are increasingly brought to the market by networks of firms, selected for their unique capabilities and operated in a coordinated manner, referred to as a service system or service value network (SVN). Bringing such service innovations to market by a network of firms requires extensive coordination and integration of data, information/knowledge and processes, while ensuring strategic alignment of partnering firms. In this research we examine how Service-Oriented Architecture (SOA), and its effect on Information Technology Infrastructure Flexibility (ITIF), may act as a potential enabler for recently identified organizational drivers of services innovation in a service system, namely Collaborative Architecture Management (CAM) and Collaborative Organizational Infrastructure (COI). A preliminary qualitative study of a Telco and its partners in the Middle East validates the dynamic capabilities at play in our proposed research model

Service Innovation Research in the Context of Business Ecosystems-A multidisciplinary Mapping Study

Advances in technology and digitalisation have changed the ways services are created and offered to users. Successful new innovative services and service value co-creation are done in collaboration with organisations and actors in contexts such as business ecosystems. The research relating to service design and open innovation in business ecosystems is cross-disciplinary, and relevant knowledge is scattered throughout different fields. In this research, we are focusing on the research that exists in the areas of service design and open innovation in the business ecosystems context. We aim to collect, analyse and synthesise this existing knowledge in order to increase the understanding of the companies’ service design and open innovation activities in business ecosystems. A mapping study method is utilised to identify the existing related research in the area and to create an overview. The final analysis included 38 papers. Our analysis revealed that the relevant research is focused mainly on two research areas: business research and information technology-related research. Most of the papers combine the open innovation and business ecosystem aspects, but service design is mostly present as a general view on services as means for value creation. We identified antecedents for service value co-creation, such as practices for ecosystem actor involvement. We also identified challenges, such as managing the business ecosystem in terms of finding the right actors. The results indicate that more focused research on the practical understanding of service design and open innovation practices, methods and tools as well as sound theory development are still needed as the research field matures. The results help inform future research in this cross-disciplinary phenomenon

KNOWLEDGE MANAGEMENT CAPABILITY AND FIRM PERFORMANCE: THE MEDIATING ROLE OF ORGANIZATIONAL AGILITY

Implementing knowledge management capability (KMC) effectively is becoming an important strategic issue for organizational success. However, our understanding about the underlying mechanism of KMC on firm performance is still limited. Based on the dynamic capabilities perspective, this study tries to explore how KMC (i.e., exploration KMC and exploitation KMC) affects firm performance through the mediating role of operational adjustment agility and market capitalizing agility. Survey data from 211 firms indicate that both operational adjustment agility and market capitalizing agility can fully mediate the influence of KMC on firm performance. In addition, the relationship intensions of these two KMC on organizational agility are distinguishing. We conclude with implications and limitations for future research