THE ROLE OF BUSINESS INTELLIGENCE (BI) IN SERVICE INNOVATION: AN AMBIDEXTERITY PERSPECTIVE

Advancement in information and communication technologies has been a key driver of the transition from a goods-basedeconomy to a services-based economy where significant changes are occurring in the way that services are produced andconsumed. There is tremendous opportunity to realize business value from service innovation by using the knowledge aboutservices to develop and deliver new information services and business services. Organizations can seize this opportunity touse service innovation initiatives to set themselves apart from competitors. One of the means for organizations to achieveservice innovation is to incorporate business intelligence (BI) both at the strategic and operational levels. A review of extantIS literature on service innovation and BI revealed that the strategic and operational role of BI in fostering service innovationfrom an organizational ambidexterity perspective is one that has not been explored. We address this gap in research bydeveloping a theoretical model and hypotheses to examine the role of BI in service innovation. Our literature review revealedthat firms use BI strategically and operationally for exploration and exploitation respectively to create opportunities forservice innovations which have the potential to impact organizational performance

Integrating Emerging Technologies in IT Services Companies – The “Driver” CIO

The task of the CIO or information technology (IT) manager is to steer the technology base of the company in the right direction with the right solution choices. To innovate their business models companies often rely on emerging technologies in IT (EIT). Disruption introduced by EIT affects the ability of IT organizations to sustain the continuity of services required by the business. Therefore, IT organizations are reluctant to act quickly to integrate EIT. Through in-depth case studies in IT services companies, field interviews and focus group discussions with practitioners who underwent business model innovations based on IT, the research attempts to learn what mechanisms CIOs adopt to motivate IT organizations to innovate. Whilst proposing several directions for future research, this study offers an empirically supported CIO typology in the context of business model innovation based on IT

IT-based Capabilities, Service Innovation, and Quality in Health Care

Rapid advancements in information technology (IT) and changing consumer requirements are forcing organizations to move from a product-based economy to a service-based economy. Tremendous opportunities await organizations that set themselves apart from their competition through service innovation. One industry which traditionally lags behind in the using IT to effectively deliver services is health care. Successful application of IT in health care could facilitate service innovation by creating new business models that redefine the traditional relationships between providers and patients. Increased data availability and transparency can bring data and process driven methods to improve health care service delivery. In this study, we examine theoretically and empirically the role of “service” in health care. Specifically, our research questions are: “what is the role of IT-based capabilities in health care facility performance?”, and “what roles do service innovation and quality play in mediating the relationship between IT-based capabilities and health care facility performance?

Does Service Innovation Matter in High-Tech Industry

Service innovation has been found to be a major driver of innovation performance in service contexts. But this issue raises questions concerning the extent to which the relationship between market orientation and innovation performance holds in the high-tech industry. Relatively little research has examined how market orientation contributes to innovation performance through service innovation. We here report an empirical study of 235 Taiwanese high-tech firms to examine the influence of market orientation on service innovation and innovation performance. A noteworthy finding is that the impacts of customer orientation and competitor orientation on innovation performance are fully mediated by service innovation. However, service innovation does only partially mediate the relationship between inter-functional orientation and innovation performance. The findings of this study should help managers consider appropriate service innovation in high-tech industry

Co-creation in service assemblages for service innovation : an empirical investigation

Co-creation could enhance service innovation (Perks, Gruber, and Edvardsson, 2012). Despite the research conducted on co-creation, the issue concerning how actors could form service system with high density still needs to be addressed (Michel, Vargo and Lusch, 2008). We conceptualized service system as an assemblage and investigated emergence and dynamic process of assemble and dissemble of service assemblages by drawing on theories of co-creation, affordance, task network and modularity and the notion of assemblage (Delanda, 2006). We developed a framework and empirically examined how to map the competences required for actors in a task network and how capacities could be optimally (re)configured as assemblages (clusters) for value co-creation. We demonstrated that the framework developed could be applied to formation, reformation of service assemblages for design of service offerings enabling optimal value co-creation

A Grounded Theory Study of Leadership Mechanisms for Customer-Orientation Organizational Change

Organizational leaders are spearheading change as an engine to reshape corporate cultures for novel purposes, redefining the significance and meaning of generating value through customer-oriented companies, emphasizing what is most important and relevant to customers. Capitalizing on the value of customer-orientation entails attention toward continuously improving it. The purpose of this study is to explore and explain the dynamics of increasing customer-orientation as an organizational change in a business-to-business technology company setting from the perspective of organizational leaders. By engaging change leadership experts through a grounded theory qualitative research approach, the study resulted in a substantive theory with a set of propositions and framework offering a contextual understanding of customer-orientation change for managerial and scholarly use. The results help advance multi-disciplinary marketing, leadership, and organizational change research associated with the customer-orientation definition and the nature of the leadership mechanisms to affect the change. The resulting theoretical propositions suggest that the organizational change to increase customer-orientation encompasses an aspirational organizational culture shift, an amplification of short and long-term customer value, and continuous adaptation through a management system. The analysis revealed that leaders steer the complex change by adopting second-order organizational orientations involving organizational culture and customer value. The culture-oriented changes center around increasing organizational alignment, agility, and engagement to shape a customer-oriented company. The customer value-oriented shifts focus on building trust, applying a user lens, and creating a 360-learning environment to generate higher customer and business value. Using a change theories lens, the results indicated that increasing customer-orientation entails leading the organization through an interplay of diverse change process modes balancing social construction and prescribed regulation