코로나 이후 시기가 도래하며 세계 각국은 빠른 경제 회복을 목표로 다양한 노력을 강구하고 있다. 이러한 측면에서 고성장기업에 관한 관심 역시 지속해서 높아지고 있는데, 지금까지 이루어진 다양한 고성장기업의 연구를 통해 국가 경제발전이나 고용 창출에 있어 고성장기업의 높은 기여도가 입증되었기 때문이다. 이처럼 기존 고성장기업 관련 연구의 경우 국가 경제 차원, 특히 고용 창출에 있어서 고성장기업의 역할을 강조하고 있다. 하지만, 혁신 관점에서 고성장기업의 역할을 언급하고 있는 연구는 많지 않다. 이에 본 연구에서는 기업 재무 데이터와 과학기술정책연구원의 2021년 한국기업혁신조사(KIS)(서비스업 분야)를 병합한 통합데이터를 구축하고 서비스업 고성장기업의 혁신 활동과 혁신성과에 대해 분석해보았다. 방법론 측면에서는 고성장기업이 갖는 특성으로 인해 발생할 수 있는 선택편의 문제를 해결 하기 위해 성향점수매칭방법론을 활용하였다. 분석 결과를 살펴보면 서비스업 고성장기업은 일반기업 대비 더 다양한 혁신 활동을 통해 더 많은 혁신성과물을 창출하고 있는 것으로 나 타났다. 특히, 상품혁신이나 비즈니스 혁신성과물 창출에 있어서 고성장기업이 긍정적인 역 할을 한다는 것은 기존 경제·사회적 관점에서 강조되어오던 고성장기업의 중요성을 혁신성 장 관점으로 확대하여 해석할 수 있는 결과이다. 다만, 연구·개발 유형이나 협력 R&D에서는 일반기업과 차별점을 찾을 수 없었는데, 이는 협력 연구·개발 강화를 통해 고성장기업이 보 유한 혁신역량이 일반기업자들에게 파급될 필요가 있음을 보여주는 결과이다. 이상의 분석 결과를 바탕으로 본 연구에서는 국가 혁신역량 강화를 위한 고성장기업 육성과 모니터링의 필요성, 고성장기업의 협력 활동 유인 통한 혁신의 파급효과 확대 등의 시사점을 제시하고자 한다.

The positive-list and negative-list modes of financial regulation differ in terms of which sectors are open to foreign services and suppliers. In the positive-list mode, only the listed sectors are accessible to foreign entities, whereas in the negative-list mode, all sectors are open except for those explicitly prohibited by law. Recent trade agreements such as RCEP, CPTPP, and USMCA have moved away from positive-list mode, especially in financial services regulation. While they do not adopt the negative-list mode either, they introduce new financial service clauses that facilitate market access for innovative financial products. These agreements also serve as a benchmark for opening up other sectors. They will continue to offer financial products, but their product types and transfer forms will differ from current financial services. China iscreating significant challenges in establishing a correct understanding of the new financial services clause, developing a robust regulatory system, and mitigating risks associated with opening the financial services market.

This study examines how service innovation influences consumers’ perceived service luxuriousness and willingness to pay more. Service innovation influences willingness to pay more when service luxuriousness mediates. Type of service (functional vs. emotional) and level of brand equity (high vs. low) moderate the relationship between service innovation and service luxuriousness.

Diversity has long been discussed to impact on firm innovation (Arun and Joseph, 2021; Tshetshema and Chan, 2020; Xie et al., 2020; Zhan et al., 2015; Ostergaard et al., 2011). On the one hand, the value of diversity literature suggests that employee’s diverse knowledge is a key driver of competitive advantage at organizational level (Lungeanu and Contractor, 2015; Teece, 2009; Chandler, 2001; Grant, 1996). Employees with diverse knowledge, experience and skills benefit the firms by creating more innovation opportunities via triad-and-error or knowledge combination approaches (Quintana-Garca and Benavides-Velasco, 2008). They extend organizational routines and search activities (Dosi, 1988), and increasing absorptive capacity (Zahra and George, 2002) and organizational learning (van der Vegt and Janssen, 2003). The integration of different resources and knowledge embodied and embedded across the diversified employees within a firm generates new products (Grant, 1996). On the other hand, some empirical studies found that employee diversity result in conflict, division and disbanding of the innovation teams. It creates stereotyping, and in-group/out-of-group and cognitive biases (Williams and O’ Reilly, 1998). For example, gender diversity can create emotional conflicts, reducing team performance (Pelled et al., 1999), and the quality of new ideas may be reduced (Cave and Valentine, 1999). Thus, it is very difficult for firms to manage the employees with diverse cognitive and demographic backgrounds (Joshi and Roh, 2009; Harrison and Klein, 2007; Williams and O’s Reilly, 1998), and eventually get benefits of it (Roberge and Dick, 2010). Employee diversity “appears to be a double-edged sword, increasing the opportunity for creatively as well as the likelihood that group members will be dissatisfied and fail to identify with the group” (Milliken and Martins, 1996, p.403; Zhan et al., 2015; Gonzalez-Moreno et al., 2018).

This research was conducted to examine the antecedents of perceived service quality (PSQ) factors in Airbnb by using Big Data and Artificial Intelligence. The findings include that the SERVQUAL model requires adjustment in this context, and it is well-enhanced by cognitive and attitudinal factors, including intimacy, authenticity, privacy, and security.

Europe’s unfavorable economic environment demands extensive innovation from the services sector. Despite the benefits that innovations (i.e., constant emphasis on new ideas, risk-taking and proactiveness) may accrue, such as superior performance and competitive advantage, they can also bring about increased workload, work-related pressures and high levels of overall job stress for service employees. Drawing on the theoretical frameworks of internal-external fit (Huselid, 1995) and the involvement approach (Boxall and Macky, 2014), and by adopting a service employee-centered perspective that is currently missing from the innovation, services, and management literature (Messersmith and Wales, 2013), we examine the impact of innovation on different types of job stressors in the services industry. Data was collected from 293 employees working in various managerial positions in the hospitality sector. All measures used were based on prior studies and were assessed for reliability using composite reliability (CR) and for validity using factor loadings and average variance extracted (AVE). A confirmatory factor analysis (CFA) tested the measurement of the model and Structural Equation Modeling was employed to examine the proposed relationships. We find that, in a highly innovative service work setting where employees are carefully selected, job positions are carefully designed and high-involvement employee practices are employed, service employees are less likely to report unclear job responsibilities, lack of resources and excessive work demands. While the effects of innovation on organizational performance have been extensively examined, there is scant evidence on the influence of organizational level innovativeness on non-financial outcomes such as employee outcomes (Wales, Gupta, and Mousa, 2013). This is despite the calls within the literature for more studies considering the central role of service employee attitudes and work behaviors in regard to productivity, job performance and turnover (Levy, 2003).

본 논문은 2016년 하계 학술대회 발표 자료로서, 중견 기업에서의 ERP 시스템 구축 시 사전 설계 활동으로서의 PI컨설팅을 포함한 ERP 구축과 PI 활동 없이 ERP가 구축된 ERP 서비스에 대하여 두 집단간의 서비스 품질을 분석하고 비교하고자 한다. 이를 위하여 일반적인 오프라인에서의 서비스 품질 평가 모형인 SERVQUAL 모형과 IT 환경에서 서비스 품질을 분석하는 E-S-QUAL 모형 등의 다양한 연구모형을 참조하여 서비스 품질 모형(Service Quality Model)을 제시하여 두 집단에 적용하여 분석한다. 연구모형의 분석을 통해 PI 수행 여부에 따라 두 집단에 구축된 ERP 서비스 품질척도에 영향을 미치는 품질 결정 요인들을 식별하여 주요한 품질 결정 요인의 개선을 통한 ERP 서비스의 품질을 개선하고자 한다. 이러한 연구 과정을 통해 각 연구 모형과 요인들 간에 미치는 영향에 대한 결과를 분석하며, 분석 결과를 통하여 서비스 품질의 개선을 위한 경영적 시사점을 도출하고자 하는 목적으로 작성되었다.

The present paper discusses the interrelationship among knowledge creation, heterogeneity, and open service innovation – an important theme of marketing research. Drawing on the literature of knowledge based innovation, we argue that both researchers and practitioners should extend the functionality of created knowledge into open and service-oriented innovation context. Our conceptual framework represent the following major points. First, the four classic knowledge creation mode each has different influences on open service innovation, given employee and customer knowledge is a cornerstone of service innovation. Specifically, socialization positively, externalization positively, combination positively, and internalization negatively predicts open service innovation. Second, knowledge heterogeneity moderates in the above mentioned relationships. Implication are discussed

Customer integration has received considerable attention in the service literature in order to foster service innovations (e.g. Vargo & Lusch, 2004; Chan, Yim & Lam 2010; Yim, Chan & Lam, 2012; Grönroos & Voima, 2013). The changing role of the customer from being a passive consumer to becoming an active contributor during service provision and co-creator has a significant impact on numerous service firms. Customer integration is essential to many services and successful integration improves service experience of the customer and it allows development of new services in particular (Magnusson, Matthing & Kristensson, 2003; Melton & Hartline, 2010). Against this background, service industries nowadays face the challenge of dealing with new customer and employee roles in times of digitalization, increasing customer activity, changing interaction channels, and development of new business model. While the impact of employee’s customer stewardship on the employee-customer relationship has been investigated in prior studies, is unclear whether an employee’s commitment to the customer also motivates the employee to contribute to service innovation development.We propose that an employee’s level of customer stewardship represents an important requirement for organizational learning about understanding customer needs and to uncover future trends. Based on stewardship and agency theory, we develop a conceptual model proposing that idea generation, articulation, and implementation depend on employee-related factors (e.g., employee stewardship), structural factors (e.g., incentive system), and control-related factors (e.g., monitoring system). Hypotheses are tested using survey data from 390 frontline employees in financial services. Results underline the important roles of employee stewardship and organizational commitment. Insights provide managers guidance how to improve motivation of frontline employees to engage in these important behaviors.

최근 치열해지는 시장경쟁과 함께 가속화⋅다양화되는 기술혁신의 환경 변화 로 인해 기업들은 기존의 제품혁신이나 한정된 서비스의 제공만으로는 고객들의 요구와 기 대를 충족시킬 수 없게 되었으며, 비즈니스모델(BM) 혁신을 통해 그 해법을 찾고자 하고 있 다. 본 연구에서는 BM혁신과 관련된 이론적 논의를 검토하여 연구개발서비스업 내 BM혁신 의 필요성과 성공 요건에 관한 명제들을 도출하고, 자동차 R&D서비스업에서 선도적 글로벌 기업인 AVL과 ETAS의 BM혁신에 대한 사례를 연구함으로써 명제들을 검증하고 시사점을 도출하고자 하였다. 특히, BM이 혁신을 통한 가치 창출의 과정에서 중요한 역할을 하는 점을 감안하여, 본 연구는 연구개발서비스업 분야에서 기술적 역량을 갖춘 기업이 BM혁신을 통해 어떻게 성과를 도출할 수 있는가에 대해 살펴보았다. 본 연구의 결과에 따르면, 사례기 업들은 고객을 위한 가치 제안과 기업의 이윤 창출을 극대화하기 위해 제품(기술)-서비스 융 합에 기반한 BM을 수립하고 자사에 적합한 보완적 자산을 차별적으로 활용함으로써 BM혁 신을 효과적으로 수행하였다. 본 연구는 국내 기술혁신경영분야에서 BM혁신에 대한 논의를 활성화하며, 국내 연구개발서비스업과 연구개발전문기업들이 향후에 혁신적 BM에 기반해 효과적으로 발전하기 위한 시사점을 제공하는데 기여하고자 한다.

The purpose of this study is to explore the effects of social media in Customer Relationship Management (CRM) based on a theoretical foundation. Social media was firstly used as a new communication tool by internet users, and is being commercialized as a powerful tool to build and maintain long-term relationships between customers and businesses. This study focuses on service sectors and aims to clarify how social media helps companies innovate traditional CRM. Social CRM is seen as one of these service innovations and is highlighted in this paper.

Partnerships have become an important research topic. However, the amount of empirical attention devoted to determining how firms intensively co-produce with alliance partners to improve their innovation performance is lacking. In response to the growing importance of co-production in the partnerships, this study addresses how firms integrate their alliance partners as co-creators into the innovation process. Specifically, this study not only integrates the three dimensions of social capital and examines their separate effects on co-production but also incorporates the roles of absorptive capacity and self-efficacy and investigates their influences on innovation. That is, co-production may operate through absorptive capacity and self-efficacy to increase innovation because knowledge is exchanged and utilized and firms are willing to select challenging goals and remain firmly committed to fulfill them within the network. The proposed model is tested with a structural equation model(SEM). Findings indicate positive relationships between social capital and co-production. Moreover, co-production has positive effects on innovation, absorptive capacity, and self-efficacy. Absorptive capacity and self-efficacy enhance innovation. As such, we suggest that co-production should be considered explicitly in the management of a partnership and should be developed through mentioned above platform, encouraging and enabling both parties to work together for the implementation of innovation.

This study addressed service innovation as a process of co-construction and sense-making by companies, customers and other partners. The aim of the study was to investigate the role of communication in fostering service innovation as a process of social construction. Five key communication practices intervening in service innovation were identified.

Research on new product development has emphasized the importance of integrating customers, employees, and suppliers in an organization’s innovation processes. While several studies evaluate respective participatory processes, there is, surprisingly, no consensus on which dimension participation quality consists of, and how to measure them consistently. The present study contributes to the literature by identifying the dimensions of participation quality and by constructing a participation quality scale that includes six dimensions, namely (1) project-related resources, (2) early involvement, (3) degree of influence, (4) transparency of processes, (5) incentive mechanisms, and (6) voluntariness of participation. Furthermore, a 24-item measure of participation quality is developed using a mixed-method design. Results of our study show that the developed measure impacts important innovation-related outcomes such as innovation performance, acceptance of the innovation, and intention to participate in future innovation projects. Given that the six identified dimensions of participation quality differentially affect these outcomes, the scale provides the opportunity to better design participatory innovation projects, and thus helps managers to integrate stakeholders more successfully in these projects.

To stay ahead in today’s competitive landscape service firms must continually innovate their offerings and processes (Thakur and Hale 2013). Spurred by this focus on innovation, there has been a tremendous growth in service firms over the past decade. Service innovation has been recognized as the engine of renewal and reason for the growth of the services sector. Although the concept service innovation is gaining increased attention, the question of what a service innovation really is remains unanswered. Traditionally, research on service innovation has separated radical and incremental innovations (see e.g. Gallouj and Weinstein, 1997), and product and process innovations (Vaux Halliday and Trott, 2010). This suggests that there are different conceptualizations that can be used to categorize service innovation. The basis of this research is a literature review. This systematic literature review is based on 879 empirical and conceptual articles used in order to identify conceptualizations of categories of service innovation. In total, 43 categories of service innovation were identified. These conceptualizations were analyzed to show what the benefits and drawbacks are with the different categories. We identify five unique conceptualizations of categories that emphasize different traits of service innovation (1) degree of change in the offering, (2) type of change in the content of the offering, (3) degree of newness in the offering, (4) type of change in the organization and (5) alternative means to an innovative offering. Our review of categories of service innovation provides evidence that the research field is diverse and moving in a number of alternative directions The results indicate that most conceptualizations of service innovation are in-ward focus and views innovations as something that is (only) new to the firm. In addition, the view that service innovations must have an effect is neglected, both in terms of effect on customer behavior and financial performance. Furthermore, this review shows that a service innovation can be anything from an improvement of a single service characteristic to the introduction of an offering that is new to the world. By showing the plethora of conceptualizations of service innovation it is possible to create a common platform to discuss and develop service innovations beneficial for the firm.

This paper is to test the modulating effect of organizational culture on the relationship between personality and incremental innovation, and study of the relationship between incremental innovation and service Quality in service industry. Based on 507 da

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies’ managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance