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In a service economy, companies need to provide their customers with both goods and services that create value for customers and make sure of corporate success. A promising approach to creating customer value is innovation of infrastructure, i.e., make constructive changes to the business platform. One way to achieve infrastructure innovation is th...
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... May of 2006, Apple's CEO, Steve Jobs, and Nike's CEO, Mike Parker, announced a partnership between their two organizations as shown in Fig. 2. This 'Nike+ iPod' business alliance aimed to launch innovative products under the slogan "Tune your run". Steve Jobs stated that Apple had decided to work with Nike "in order to elevate together music and sport to a new level of performance". Mike Parker stated that "Nike + iPod resulted from forming a partnership between two global ...
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... Innovation and collaboration, in this context, refers to how companies combine their knowledge and resources to achieve results beyond individual reach. Emblematic examples of this synergy include partnerships such as Nike and Apple, who combined their expertise in technology and design to develop products such as the Nike + iPod, integrating music and physical activity in a revolutionary way (Belal et al. 2013). Likewise, the partnership between Uber and Spotify offers users a personalized travel experience, combining transportation services and digital entertainment (Gogris 2022). ...
This study investigates the fundamental role of collaboration in promoting a culture of continuous innovation in companies, driving them to become serial innovators, as evidenced by their industrial property registrations. Furthermore, it explores, in an innovative way, how various factors, such as the level of technological advancement in the sector, government support for innovation, investments in research and development, the degree of international involvement, and the level of education of employees, influence the probability of a company achieving the status of serial innovator. Based on data extracted from CIS reports spanning from 2012 to 2018, this research employs Logit models to explore the relationship between these variables. The findings clarify the positive impact of collaboration on a company’s ability to sustain innovation over time, thereby establishing itself as a serial innovator. The promotion of collaborative networks and partnerships with external entities, such as partner companies, research institutions, and government organizations, emerges as a powerful strategy for promoting innovation in organizational contexts. Furthermore, the study reveals the critical roles played by public support for innovation, the educational level of the workforce, and investments in R&D in increasing companies’ innovation capabilities. These factors contribute to increasing a company’s propensity for innovation and increasing its likelihood to become a serial innovator. A qualified and educated workforce is known to have the skills and knowledge required to actively engage in innovative activities, thus positioning companies as serial innovators.
... Their partnership enables the creation of a digital platform for Nike's customers. Their continuous integration supports cloud services with additional information for the customers, increasing the customers' value perception of both companies' offerings (Belal et al., 2013). Considering this, we propose the following hypothesis: ...
Services for Smart Product-Service Systems (PSS) business models can be delivered through multiple digital channels like smart products, cloud systems, and workers enhanced by virtually augmented systems. Since these channels are data-intensive dependent, they usually require data sources from the company's service ecosystem. Prior studies have shown how to build network capabilities for Smart PSS, but little is known about the extensive integration of data in such service ecosystems. We aim to understand how multichannel digital services can be supported by the integration of real-time data from service ecosystems to provide Smart PSS business models. Using the organizational information-processing theory, we consider the integration of data from three ecosystem actors (other business units, suppliers, and customers) and analyze how such data sources can support the use of these digital technologies in three types of Smart PSS business models. We examine these relationships through regression analyses based on a survey of 92 manufacturers, providing a typology of different Smart PSS business models in the ecosystem. Our study enlightens how data flows through the ecosystem actors to support Smart PSS business models. Practitioners and scholars can learn how to treat Smart PSS according to the specific business models to be implemented and how to combine digital technologies with data integration channels in the service ecosystem. Moreover, we show how this combination of digital transformation and Smart PSS help expand the organizational information-processing theory in the innovation ecosystems' domain, also providing a new vein of research to the digital servitization literature.
This book considers a ‘knowledge-oriented servitization management model’ as an ‘organizational learning outline’. To manage a successful servitization, a product-based company should be capable of dealing with and adapting a system called ‘service value system’ for a new knowledge co-creation process with the view to ensure service-based value offering. In addition, enough resources to support internally or externally (e.g., company itself, partners, customers) is needed (Brax and Jonsson, International Journal of Operations & Production Management 29:539–560, 2009). The most appropriate techniques for dealing with and adapting the stated ‘service value system’ involve resource integration and partners’ involvement. Therefore, this model is structured based on the interaction of knowledge space (KS) management along with the support of partners or corporate collaboration. A KS management contains a set of knowledge co-creation processes centered on collaboration impact. The ‘knowledge-oriented servitization management model’ supports the theory and concept explained in this book. It connects readers to existing knowledge. It also gives the foundation of hypotheses. The authors conducted a deep analysis with the aim of developing a verified and effective ‘knowledge-oriented servitization management model’. The analysis of the result revealed that to transform a product-oriented firm to one that is service-based, there is a need to achieve and practice the servitization opportunity and a ‘knowledge-oriented servitization management model’.KeywordsCorporate collaborationKnowledge spaceServitizationService value systemKnowledge-oriented servitization model
Understanding ‘knowledge’ and the ‘theoretical view of knowledge’ is significant for getting a perception of how knowledge is creating service value in organizational development and learning. Therefore, this chapter is designed under the name of ‘Knowledge View’ under the following sub-sections: Knowledge Concept, Knowledge Management and Knowledge Creation, Knowledge Management and Knowledge Creation in Process Application, and Knowledge Management and Knowledge Creation Practice in Service Sector. Each section argues based on theoretical and hypothetical reviews and is connected with practical examples.KeywordKnowledgeKnowledge conceptKnowledge managementKnowledge creationService sector
Servitization is a transition process of adding service concepts into product-oriented value delivery in products or goods-producing companies. Through this practice, the company can create and deliver continuous service value that may influence the company’s performance or growth. However, this transition process needs a wide-ranging level of change internally and externally in an organization. Therefore, to discuss servitization undoubtedly, this chapter includes the justification of the ‘Servitization View’ with related concepts such as service concept, service-dominant logic (S-D logic), product service system (PSS), and finally, servitization.KeywordServitizationValue creationService conceptS-D logicPSS
This chapter presents three recognized business cases as examples of practicing successful servitization viz. Japanese monitor maker: Company ‘A’; HDRIVE and Hitachi Capital; and Uniqlo and Toray. Cases show how manufacturing firms share their competencies to co-create knowledge, thereby transforming their business from a goods-based value-oriented to services-based value chain perspective. And the mentioned companies are confirming to co-create value with partners through not only from an economic perspective but also by providing consideration to the environment that makes sure the company’s business innovation. This is how organizations can transform from pure product sellers to service-based value providers.KeywordsService innovation chartBusiness model thinkingService cultureServitizationValue co-creationCorporate collaborationKS managementService value system
