Resumen
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 original | Inglés |
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Páginas (desde-hasta) | 36-52 |
Número de páginas | 17 |
Publicación | Journal of Product Innovation Management |
Volumen | 33 |
N.º | 1 |
DOI | |
Estado | Publicada - 1 ene 2016 |
Publicado de forma externa | Sí |