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Dynamic Capability Building in Service Value Networks for Achieving Service Innovation

机译：服务价值网络中的动态能力建设，以实现服务创新

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Service organizations increasingly create new service offerings that are the result of collaborative arrangements operating on a value network level. This leads to the notion of "elevated service offerings," our definition of service innovation, implying new or enhanced service offerings that can only be eventuated as a result of partnering, and one that could not be delivered on individual organizalional merits. Using empirical data from a large telecommunications company, we demonstrate through structural equation modeling (SEM) that higher-order dynamic capabilities in services are generated as a result of collaboration between stakeholders. Furthermore, it is through collaboration and education of the stakeholders that additional higher-order capabilities emerge (customer engagement [CuE], collaborative agility [CA], entrepreneurial alertness [EA1, and collaborative innovative capacity), all of which influence the service innovation outcome. Our study also reveals empirical evidence for an ongoing process of continuous dynamic capability building in accordance with the changing dynamics of business. Managers of service organizations should recognize the potential embedded in these higher-order skill sets, starting from collaboration, learning, and management of creative ideas for both strategic and operational benefits. Moreover, the capabilities of CA, EA, and CuE are even more important in managing the flexibility, timely delivery, and reliability of service offerings. Managers should take measures to inculcate, promote, and manage these dynamic capability skill sets to foster innovation in services.
机译：服务组织越来越多地创建新的服务产品，这些产品是在价值网络级别上进行协作安排的结果。这导致了“高水平服务产品”的概念，这是我们对服务创新的定义，意味着只能通过合作才能实现新的或增强的服务产品，而不能根据个人组织的优点来提供。我们使用来自大型电信公司的经验数据，通过结构方程模型（SEM）证明，由于利益相关者之间的协作，服务中产生了更高阶的动态功能。此外，通过利益相关方的协作和教育，出现了更多的更高阶功能（客户参与度[CuE]，协作敏捷性[CA]，企业家机敏[EA1]和协作创​​新能力），所有这些都会影响服务创新成果。我们的研究还揭示了根据不断变化的业务动态进行持续动态能力建设的过程的经验证据。服务组织的管理者应认识到这些高阶技能中潜在的潜能，从协作，学习和管理创新想法开始，以获得战略和运营利益。此外，CA，EA和CuE的功能在管理服务产品的灵活性，及时交付和可靠性方面更为重要。管理者应采取措施来灌输，促进和管理这些动态能力技能，以促进服务创新。

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