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Driving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business services

Heirati, Nima and Siahtiri, Vida (2017) Driving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business services Industrial Marketing Management.

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Abstract

Service innovativeness represents a key source of competitive advantage and a research priority. However, empirical evidence about how service firms successfully offer novel and meaningful services is scarce, particularly in the context of business-to-business (B2B) service firms. Drawing on the B2B collaborative perspective and KBV, we aim to investigate when customer and supplier collaboration are more beneficial to drive service novelty and meaningfulness. Using data of 186 B2B service firms, the results reveal that collaboration with customers and suppliers are not equally beneficial to drive both novelty and meaningfulness and their outcomes can be amplified or lost under specific conditions. Customer collaboration is more beneficial to increase novelty in the presence of exploratory learning and employee collaboration. Contrary, supplier collaboration drives novelty only at higher levels of exploratory learning. Further, supplier collaboration is more beneficial to improve meaningfulness at higher levels of employee collaboration. Finally, the positive outcomes of both customer and supplier collaboration disappear in the presence of knowledge tacitness. Our findings provide new insights about drivers and contingencies that affect different aspects of service innovativeness.

Item Type: Article
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Heirati, Niman.heirati@surrey.ac.uk
Siahtiri, Vida
Date : 3 November 2017
DOI : doi.10.1016/j.indmarman.2017.09.008
OA Location : https://www.sciencedirect.com/science/article/pii/S0019850117301815
Copyright Disclaimer : © 2017 Elsevier Inc. All rights reserved.
Uncontrolled Keywords : Service innovativeness; customer collaboration; supplier collaboration; exploratory learning; cross-functional collaboration; knowledge tacitness
Depositing User : James Marshall
Date Deposited : 17 Feb 2020 12:00
Last Modified : 17 Feb 2020 12:00
URI: http://epubs.surrey.ac.uk/id/eprint/853752

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