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Service Innovation

其他書名	Intended Strategy Or Fall-Back Plan?
出版	SSRN, 2014
URL	http://books.google.com.hk/books?id=qDDhzwEACAAJ&hl=&source=gbs_api

註釋Innovation is crucial for the success of enterprises and entrepreneurial activity. For the purposes of the study entrepreneurship represents organizational behaviour and entrepreneurial orientation. It is a collection of distinct practices, processes and decision-making methods entrepreneurs use (Slevin & Covin 1990, Miller 1983) reflected in innovation strategy, culture, structure and capabilities. This study widens the questions on how, through whom and with what effects innovation strategies are identified, evaluated und utilized (cf. Shane & Venkataraman 2000, Venkataraman 1997). In this regard the management of innovation activity by individuals, teams and organizations is focused on combining unique packages of resources to exploit marketplace opportunities (Ireland et al. 2001, Mintzberg 1973), to successfully commercialize services or R&D-based products as well as to optimize procedures and processes (i.e. Schumpeter 1934, Drucker 1985, Shawney & Mohanbir 2006). It is rather unclear which parts of the innovation management system are practically essential to increase innovation output (new and improved products and services) and its impact on entrepreneurial success. In particular managing innovation activity is quite important for corporations in semi-peripheral and peripheral regions (i.e. Hauser 2009) as access to inside and outside knowledge, technology, resources and capacities are limited (Gassmann 2006; Wagner, Kronthaler & Becker 2009). The present paper extends previous research further in two ways. So far existing surveys (e.g. EIS, CIS-3: OECD 2005, Innovationstest Switzerland) and studies (e.g. Hollenstein 2001, Wilhelm 2003, Arvanitis et al. 2005) analyze innovation through a quantitative set of distinctive input and output factors, whereas we try to build up on these studies and to open the black box between both (holistic approach). Especially, research indicates that focus of research should be laid on more specific and disaggregated measures of the internal mechanism of the innovation process, the throughputs (Cormican & O'Sullivan 2004, Dogson et al. 2005, Tidd & Bessant 2005, EIS 2008, DOC 2008, van Someren 2005, Billerbeck 2003). Moreover most studies above are focusing on large corporations or new ventures in the sole context of product and process development. In contrast to this our study includes not only large corporations and is not limited to product and process innovations but we too consider micro enterprises and SMEs as well as service and organizational innovation (cf. Sawhney & Mohanbir 2006). Against this background, it seemed to be of particular interest to find out - what is the dominant innovation strategy (R&D-based product innovation or service innovation) taking into consideration the specific industry membership of each company (manufacturing or service industry) and - whether pursuing these strategies effectively contributes to entrepreneurial success. A large survey has been conducted in which SMEs as well as a few big companies were asked regarding their innovation management system. The survey comprises 1159 enterprises located in south eastern Switzerland which corresponds to 10% (response rate) of the population. Method used to analyze the data and validate the underlying model "innovation spinner" is simple regression analysis, with entrepreneurial success (profit, sales, number of employees, cost savings) as dependent variable and a dummy variable for innovation strategy as independent variable. Building three different groups of innovative companies (not innovative, innovative, very innovative) allowed us to accomplish t-tests to answer and focus on the research questions outlined above - Two-third of all companies in our sample pursues a service innovation strategy, but only six percent of these rank among the highly innovative companies (measured by the contribution of new and improved service innovations to the share in profits). - Highly innovative companies in the manufacturing industry still pursue an R&D-based innovation strategy and have a corresponding high impact on entrepreneurial success with regard to growth of sales and employees. Companies in this sector with a lower level of innovation capabilities choose service innovation strategically as fall-back plan. As expected, innovation output of these firms and its contribution to entrepreneurial success is significantly lower in comparison to innovative firms. So a coppler should stick to his last. - We also found out that the more the innovation process is tied to the business strategy, the more innovation output results at the end of the day. As long as strategy, structure and culture are synchronized, a well trained project management team is in charge, a well fitting incentive system is implemented companies possess a more effective innovation routine respectively organizational competences. Innovative enterprises pursue a clear innovation strategy and foster actively the linkage between strategy, processes, structures and corporate culture as well as the relationship with other stakeholders. Semi-peripheral and peripheral regions in Europe could profit from our results and foster their activities within its regional innovation system to locate and support such innovative enterprises. At the end of the day regions with above-average amount of these kind of companies have positive employment effects, higher wage level.