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dc.contributor.authorAndreassen, Tor W.
dc.contributor.authorLervik-Olsen, Line
dc.contributor.authorSnyder, Hannah
dc.contributor.authorAllard, Van Riel
dc.contributor.authorSweeney, Jill
dc.contributor.authorYves, Van Vaerenbergh
dc.date.accessioned2019-03-19T13:14:44Z
dc.date.available2019-03-19T13:14:44Z
dc.date.created2018-09-26T19:39:02Z
dc.date.issued2018
dc.identifier.issn1757-5818
dc.identifier.urihttp://hdl.handle.net/11250/2590658
dc.description.abstractPurpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.nb_NO
dc.description.abstractBusiness model innovation and value-creation: the triadic waynb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.titleBusiness model innovation and value-creation: the triadic waynb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber883-906nb_NO
dc.source.volume29nb_NO
dc.source.journalJournal of Service Managementnb_NO
dc.source.issue5nb_NO
dc.identifier.doi10.1108/JOSM-05-2018-0125
dc.identifier.cristin1614337
cristin.unitcode158,11,0,0
cristin.unitnameInstitutt for markedsføring
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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