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首页> 外文期刊>International journal of production economics >What makes a manufacturing firm effective for service innovation? The role of intangible capital under strategic and environmental conditions
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What makes a manufacturing firm effective for service innovation? The role of intangible capital under strategic and environmental conditions

机译：是什么让制造公司有效地进行服务创新？在战略和环境条件下无形资本的作用

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While an increasing body of research addresses the importance of service innovation to manufacturing firms, little work has examined what makes a manufacturing firm effective for service innovation, and under what strategic and environmental conditions. This article investigates (1) what types of intangible capital are necessary for a manufacturing firm to develop new services, (2) whether a focus on an intangible capital will have the greatest effect on new service success, and (3) whether the effectiveness of a specific intangible capital varies from the combined conditions of strategic flexibility and environmental uncertainty. Building on service-dominant logic, this study theorizes that the four types of intangible capital (market, service delivery, interaction, and learning) are necessary for manufacturing firms to create superior new services. The authors test their hypotheses with a sample of 293 matched responses collected from leading manufacturing firms. The results indicate that all four types of intangible capital have significant positive relationships with new service success. However, not all intangible capital is equally effective as to which learning capital has the strongest effect across four combined conditions of both high and low levels of strategic flexibility and environmental uncertainty. This study contributes to the manufacturing literature by shedding light on a neglected construct (intangible capital), and offering valuable insights for manufacturing managers seeking to determine when (high/low environmental uncertainty) and how (high/low strategic flexibility) firms' intangible capital should be emphasized, in order to achieve the greatest effectiveness of service innovation.
机译：尽管越来越多的研究针对服务创新对制造业公司的重要性进行了研究，但很少有工作研究在什么战略和环境条件下使制造业公司对服务创新有效的因素。本文研究（1）制造公司开发新服务所必需的无形资产类型是什么，（2）对无形资本的关注是否对新服务的成功产生最大的影响，以及（3）是否有效。具体的无形资本不同于战略灵活性和环境不确定性的综合条件。该研究基于服务主导逻辑，理论上认为四种无形资本（市场，服务交付，交互和学习）对于制造公司创造优质的新服务是必需的。作者使用从领先制造公司收集的293个匹配响应的样本来检验他们的假设。结果表明，所有四种类型的无形资本与新服务的成功都有显着的正相关关系。但是，并非所有无形资本都具有同等效力，即哪种学习资本在高和低水平的战略灵活性和环境不确定性的四个组合条件下效果最强。这项研究通过阐明被忽略的构造（无形资本）为制造业文献做出了贡献，并为寻求确定何时（（高/低环境不确定性）以及如何（高/低战略灵活性）企业无形资本）的制造经理提供了宝贵的见解。应该强调，以实现服务创新的最大效力。

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