SERVICE BUSINESS MODEL AND SERVICE INNOVATIVENESS

Colin C. J. Cheng (), Eric C. C. Shiu () and John A. Dawson ()
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Colin C. J. Cheng: Department of Marketing and Distribution Management, National Kaohsiung First University of Science and Technology, 2 Jhuoyue Rd., Nanzih, Kaohsiung City, 811, Taiwan
Eric C. C. Shiu: Birmingham Business School, University of Birmingham, University House, Birmingham, B15 2TT, UK
John A. Dawson: Business School, University of Edinburgh, 29 Buccleuch Place, Edinburgh, EH8 9JS, UK

International Journal of Innovation Management (ijim), 2014, vol. 18, issue 02, 1-22

Abstract: Service innovativeness has been hailed as a key success factor in being able to differentiate a new service from its competing offerings. In spite of a number of literatures suggesting the impact that a service business model can have on service innovativeness, no comprehensive and empirical study has examined the relationship between the distinctive design themes of a service business model and service innovativeness. This paper fills the research gap by conducting a series of pilot tests and then the subsequent questionnaire survey on top service firms in Taiwan. Results based on 211 responding service firms indicate that the novelty-centred business model has a U-shaped effect on service innovativeness, while the efficiency-centred business model has an inverted U-shaped effect on service innovativeness. Theoretical and managerial implications of these key findings are discussed.

Keywords: Service business model; service innovativeness; business model; novelty-centred business model; efficiency-centred business model (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (3)

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DOI: 10.1142/S1363919614500133

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