یکپارچه سازی دانش در استراتژی رقابتی مبتنی بر نوآوری خدمات
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یکپارچه سازی دانش در استراتژی رقابتی مبتنی بر نوآوری خدمات

عنوان فارسی مقاله: نقش اساسی قابلیت یکپارچه سازی دانش در استراتژی رقابتی مبتنی بر نوآوری خدمات
عنوان انگلیسی مقاله: The central role of knowledge integration capability in service innovation-based competitive strategy
مجله/کنفرانس: مدیریت بازاریابی صنعتی - Industrial Marketing Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت دانش، نوآوری تکنولوژی، بازاریابی
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.indmarman.2018.07.004
دانشگاه: QUT Business School, Queensland University of Technology, 4001, Australia
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 6/511 در سال 2018
شاخص H_index: 114 در سال 2019
شاخص SJR: 2/375 در سال 2018
شناسه ISSN: 0019-8501
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 13
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E11519
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Conceptual foundations


3- Conceptual model and hypotheses development


4- Methodology


5- Results


6- Discussion


7- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


This study examines how B2B service firms organize and manage knowledge in order to deliver new value adding solutions and in turn competitive advantage, addressing calls for research into this important, yet neglected area. Specifically, this study: (1) examines the role of the antecedents of knowledge integration capability (KIC) in service innovation-led competitive advantage in project-oriented B2B service firms; and (2) models and empirically tests the links between KIC and service innovation, and in turn sustainable competitive advantage (SCA). Findings from our research of Australian and US project-oriented firms support our central theorization that the new knowledge acquired through external and internal sources per se is not sufficient, but should be integrated with existing knowledge in order to deliver innovative service solutions addressing clients' needs. Results from testing non-linear effects of new knowledge configurations on service innovation provide deeper insights into the suggested relationship. Our research contributes to calls for comprehensive frameworks of service innovation-led competitive advantage. We provide theoretical and managerial implications, and suggest areas for future research.


Introduction


With increased fragmentation of markets and more demanding customers, service providers are shifting focus to providing client-focused, innovative solutions designed to deliver greater customer value and sustained competitive advantage (SCA). Caterpillar, Michelin and Rolls-Royce are examples of business-to-business (B2B) firms who understand the importance of client focused innovative solutions (Windler, Jüttner, Michel, Maklan, & Macdonald, 2017). This shift is well recognized in the services literature (c.f. Berry, Shankar, Parish, Cadwallader, & Dotzel, 2006; D'Antone & Santos, 2016; Storey, Raddas, Burton, Zolkiewski, & Baines, 2016). Scholars are only now starting to examine knowledge resources and mechanisms underlying service innovation-led competitive advantage (e.g., Kang & Kang, 2014; Windler et al., 2017), as knowledge resources are arguably of critical importance to innovation (Zhou & Li, 2012). The growing service innovation research highlights that pathways for service-related knowledge differ from goods-related knowledge (c.f., Höber & Schaarschmidt, 2017; Schaarschmidt, Walsh, & Evanschitzky, 2017). Yet, despite recognition that important differences exist between goods-based firms and service firms, and the heightened interest by both scholars and practitioners alike, how B2B service firms organize and manage knowledge in order to deliver new value adding solutions, and the link to competitive advantage, remains unclear (Storey & Kahn, 2010). Further, while advancements in the broader service innovation literature provide a useful starting point, prior service innovation literature has largely focused on financial contexts (de Jong & Vermeulen, 2003), highlighting the need for alternative rich contexts (Candi & Kahn, 2016; Ordanini & Parasuraman, 2011). We address calls to develop and test more comprehensive models of service innovation, capturing antecedent factors that drive service innovation in B2B service settings (Bharadwaj, Varadarajan, & Fahy, 1993; Johne & Storey, 1998).

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