An Integrated View of Service Innovation in Service Networks

Agarwal, R; Selen, W

An Integrated View of Service Innovation in Service Networks

Agarwal, R

Selen, W

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Publisher:: Springer
Publication Type:: Chapter
Citation:: Service Systems Implementation, 2011, 1, pp. 253 - 273
Issue Date:: 2011-01

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Field	Value	Language
dc.contributor.author	Agarwal, R https://orcid.org/0000-0002-8493-7313	en_US
dc.contributor.author	Selen, W	en_US
dc.contributor.editor	Demirkan, H	en_US
dc.contributor.editor	Spohrer, JC	en_US
dc.contributor.editor	Krishna, V	en_US
dc.date.issued	2011-01	en_US
dc.identifier.citation	Service Systems Implementation, 2011, 1, pp. 253 - 273	en_US
dc.identifier.isbn	978-1-4419-7903-2	en_US
dc.identifier.uri	http://hdl.handle.net/10453/17829
dc.description.abstract	This chapter provides an insight into how service innovation may be enabled in service systems. In particular, we look at the ability of the organizational networks to collaboratively generate the capacity to adapt to changing circumstances rather than as individual firms on their own, using the RARE (Resources, Activities and Routines configured and reconfigured through Entrepreneurial actions) strategic framework. This leads into unraveling the complexity of strategic decision making in service networks through co-evolutionary adaptation, or the learning of organizations over time and the resulting virtuous process of experience, learning, and dynamic capabilities enabling them to respond to and launch a variety of competitive actions. Finally, we report on how service networks can address the duality of dynamic control capacity and responsiveness, known as the Paradox of Flexibility, through linking strategic and operational capabilities, as well as customer-supplier duality capabilities, in real time. This in the end results in innovation in services or our notion of "elevated" service offerings.	en_US
dc.publisher	Springer	en_US
dc.relation.ispartof	Service Systems Implementation	en_US
dc.title	An Integrated View of Service Innovation in Service Networks	en_US
dc.type	Chapter
utslib.location	US	en_US
utslib.for	1503 Business and Management	en_US
utslib.citation.edition	1	en_US
dc.location.activity	ISI:000259108900009
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	closed_access
pubs.consider-herdc	true	en_US
pubs.edition	1	en_US
pubs.place-of-publication	US	en_US

Abstract:

This chapter provides an insight into how service innovation may be enabled in service systems. In particular, we look at the ability of the organizational networks to collaboratively generate the capacity to adapt to changing circumstances rather than as individual firms on their own, using the RARE (Resources, Activities and Routines configured and reconfigured through Entrepreneurial actions) strategic framework. This leads into unraveling the complexity of strategic decision making in service networks through co-evolutionary adaptation, or the learning of organizations over time and the resulting virtuous process of experience, learning, and dynamic capabilities enabling them to respond to and launch a variety of competitive actions. Finally, we report on how service networks can address the duality of dynamic control capacity and responsiveness, known as the Paradox of Flexibility, through linking strategic and operational capabilities, as well as customer-supplier duality capabilities, in real time. This in the end results in innovation in services or our notion of "elevated" service offerings.

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

http://hdl.handle.net/10453/17829