Open Service Innovation: The Role of Intermediary Capabilities

Randhawa, K; Wilden, R; Gudergan, S

Open Service Innovation: The Role of Intermediary Capabilities

Randhawa, K

Wilden, R

Gudergan, S

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Publication Type:: Journal Article
Citation:: Journal of Product Innovation Management, 2018, 35 (5), pp. 808 - 838
Issue Date:: 2018-09-01

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Field	Value	Language
dc.contributor.author	Randhawa, K https://orcid.org/0000-0001-6972-2827	en_US
dc.contributor.author	Wilden, R https://orcid.org/0000-0002-1088-5792	en_US
dc.contributor.author	Gudergan, S	en_US
dc.date.available	2020-07-24T19:11:32Z
dc.date.issued	2018-09-01	en_US
dc.identifier.citation	Journal of Product Innovation Management, 2018, 35 (5), pp. 808 - 838	en_US
dc.identifier.issn	0737-6782	en_US
dc.identifier.uri	http://hdl.handle.net/10453/127588
dc.description.abstract	© 2018 Product Development & Management Association This study examines how intermediaries, in general, and those with digital service platforms specifically, engage with clients to help them innovate their services within their service ecosystem. Based on an embedded, longitudinal case study, the results reveal the cumulative development and deployment of technological, marketing, and co-creation capabilities by intermediaries, and how these capabilities allow intermediaries to engage with clients, so as to enable clients’ open service innovation despite their internal challenges. In turn, this article extends theory on service innovation by clarifying the role and function of intermediaries in service ecosystems in enabling clients to leverage open service innovation. Second, this study contributes to resource-based scholarship by clarifying how these three sets of capabilities and their micro-foundations relate to each other. Despite the obvious importance of technological capabilities, online intermediaries are more than just “virtual” service platform providers. The intermediary’s technological and marketing capabilities assist clients in dealing with project-related and organizational challenges to open service innovation. Acting as a higher-order capability, co-creation capabilities—through shaping marketing and technological capabilities over time and also through conditioning their deployment—improve the proficiency of these capabilities. The findings advance insights on the agential role of the intermediary’s co-creation capabilities, purposefully developed and deployed to foster client engagement, and thus support service organizations in leveraging open service innovation.	en_US
dc.relation.ispartof	Journal of Product Innovation Management	en_US
dc.relation.isbasedon	10.1111/jpim.12460	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.subject.classification	Business & Management	en_US
dc.title	Open Service Innovation: The Role of Intermediary Capabilities	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	35	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	09 Engineering	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access	*
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	35	en_US

Abstract:

© 2018 Product Development & Management Association This study examines how intermediaries, in general, and those with digital service platforms specifically, engage with clients to help them innovate their services within their service ecosystem. Based on an embedded, longitudinal case study, the results reveal the cumulative development and deployment of technological, marketing, and co-creation capabilities by intermediaries, and how these capabilities allow intermediaries to engage with clients, so as to enable clients’ open service innovation despite their internal challenges. In turn, this article extends theory on service innovation by clarifying the role and function of intermediaries in service ecosystems in enabling clients to leverage open service innovation. Second, this study contributes to resource-based scholarship by clarifying how these three sets of capabilities and their micro-foundations relate to each other. Despite the obvious importance of technological capabilities, online intermediaries are more than just “virtual” service platform providers. The intermediary’s technological and marketing capabilities assist clients in dealing with project-related and organizational challenges to open service innovation. Acting as a higher-order capability, co-creation capabilities—through shaping marketing and technological capabilities over time and also through conditioning their deployment—improve the proficiency of these capabilities. The findings advance insights on the agential role of the intermediary’s co-creation capabilities, purposefully developed and deployed to foster client engagement, and thus support service organizations in leveraging open service innovation.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/127588