Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance

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Resum

Recent empirical findings concerning the performance effects of service business model innovation (servitization) and its interplay with product innovation are mixed. Using the lenses of the demand-based view on value creation and complementarity, the performance impact of two key service business models is examined: the product-oriented model and the customer-oriented model, implemented jointly with product innovation. Results indicate that the interplay between service business model innovation and product innovation results in long-term performance benefits coupled with a degree of short-term performance sacrifice. Service business model innovation in isolation from product innovation results in short-term profit gains but long-term knowledge loss and, thus, market performance decline. Our study suggests that firms need to look beyond the evidence on short-term effects in order to achieve superior performance in the long run.

Idioma originalAnglès
Pàgines (de-a)36-52
Nombre de pàgines17
RevistaJournal of Product Innovation Management
Volum33
Número1
DOIs
Estat de la publicacióPublicada - 1 de gen. 2016
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