Dialogic co-creation and service innovation performance in high-tech companies ¬リニ

a r t i c l e i n f o Purpose: This study aims to investigate how customer co-creation affects the performance of service innovation through the operant resources. Design/methodology/approach: This study uses survey methodology to examine a research model with six hypotheses. Data from 149 high-tech firms are analyzed using structural equation modeling. Findings: The dialogic co-creation affects customer relationship strength (relational resource), valuation of knowledge (informational resource), and capability of customization (organizational resource), facilitating service innovation. Research limitations/implications: Findings offer novel insights into how service innovation co-creation takes place within a dialogic context leading to organizational changes. The results clarify the influences of operant resources on service innovation and indicate that companies should emphasize dialogic communication with customer in developing service innovation. Practical implications: Managers have to understand that co-creation is an effective approach in business to stretch business boundaries, and that customers are the crucial external party that co-creates. According to the mutual influences of co-creation, businesses not only can exploit knowledge from customers but also strengthen the relationship bond with them. For the investment programs on service innovation of businesses, managers should allocate budget to relation-specific investments and knowledge acquisition with customers. Originality/value: This research model, guided by the R-A theory and S-D logic, might serve as a template for scholars exploring issues of service innovation. Findings of this study identify important implications that benefit service innovation research in several ways. Because of the gradually emerging limits of product-focused innovation (Chesbrough, 2011), manufacturing industries are emphasizing service innovation (Navarro, Andreu, & Cervera, 2014). According to the service-dominant view, service innovation relies more on operant resources than on operand resources (Chen, Tsou, & Huang, 2009). In particular, customers are the human resources from outside organizations ; companies can engage in co-creation with customers to generate value (Lusch & Vargo, 2006; Navarro et al., 2014). Although scholars investigate customer co-creation in service innovation (e.g., Melton & Hartline, 2010), the extant literature may demonstrate bias because of the one-way communication scholars use in addressing customers' knowledge acquisition. Furthermore, few empirical studies focus on how to leverage operant resources to facilitate service innovation, especially in the high-tech manufacturing industry. Accordingly, the study aims to investigate the relationships among operant resources and service innovation. The study draws on service-dominant (S-D) logic and resource-advantage (R-A) theory, which highlight four types of operant resources to develop a research model (Hunt, 2004; Lusch …