scholarly journals Geographical Coupling of the Location's Activity in Cyberspace and Agglomeration of Business Service Enterprises

2018 ◽  
Author(s):  
Jian Wu ◽  
Sheng Qian
Keyword(s):  
Business Service

scholarly journals Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402098300
Author(s):  
Norwan Ahmad ◽  
Ng Siew Imm ◽  
Yuhanis Abdul Aziz ◽  
Norazlyn Kamal Basha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Business Service ◽  
Marketing Capability ◽  
Cross Sectional Survey ◽  
Knowledge Based ◽  
Human Resource Management Practices

This article is aimed at examining the effect, direct and indirect, of knowledge-based human resource management on innovative offerings of service small and medium-sized enterprises (SMEs). Knowledge-based human resource management essentially reflects the central role played by the embedded knowledge-centric human resource management practices, which may lead to new or improved services. A cross-sectional survey was implemented involving a sample of 278 business service SMEs from Malaysia and indicated two key findings from the study. First, knowledge-based human resource management was found to positively influence innovative service offerings. Second, dynamic capability in the aspects of entrepreneurial orientation, marketing capability, and technological capability were found to mediate the knowledge-based human resource management–innovative service offerings relationship. This study espouses the potentials of creating innovative service offerings among business service SMEs through embedding knowledge perspective in human resource management practices as well as investment in dynamic capabilities.

A little help from my friends: how purchasing gains influence in complex business-to-business services: the case of legal

2017 ◽  
Vol 32 (2) ◽  
pp. 206-217 ◽  
Author(s):  
Wendy L. Tate ◽  
Lisa M. Ellram ◽  
Ulrich Schmelzle
Keyword(s):  
Supplier Management ◽  
Positive Contribution ◽  
Business Service ◽  
Case Study Method ◽  
Business Services ◽  
Content Type ◽  
Additional Costs ◽  
Service Procurement ◽  
Business To Business

Purpose The purpose of this research is to develop an understanding of how purchasing can become meaningfully involved in complex business-to-business service purchases. Design/methodology/approach A single in-depth case study method of an exemplar organization was applied to better understand the purchasing function’s role in adding to the value proposition in complex, non-traditional business-to-business service purchases. Findings Powerful allies or advocates can mediate purchasing involvement in service procurement. However, once the involvement is initiated, purchasing must make a positive contribution with respect to the specific needs and expectations of the budget owner to retain its influence. Research limitations/implications This research extends institutional theory to show how powerful allies or advocates can mediate purchasing involvement in the complex services spend. Practical implications This study describes the potential impact of purchasing’s involvement in complex services spend and highlights the opportunities for purchasing managers to improve supplier management and drive out additional costs. Originality/value For the business practitioner, this research provides evidence regarding how individual functions can gain influence in the organization. A conceptual model describes the meaningful involvement of purchasing in complex business-to-business service purchases.

scholarly journals MANAGING INNOVATION PROCESSES THROUGH VALUE CO-CREATION: A PROCESS CASE FROM BUSINESS-TO-BUSINESS SERVICE PRACTISE

2018 ◽  
Vol 22 (03) ◽  
pp. 1850030 ◽  
Author(s):  
GIULIA NARDELLI ◽  
MARCEL BROUMELS
Keyword(s):  
Service Providers ◽  
Organizational Trust ◽  
Business Service ◽  
Innovation Activities ◽  
Longitudinal Investigation ◽  
Business To Business ◽  
Manage Innovation ◽  
Relation Development ◽  
Innovation Processes ◽  
Over Time

Value co-creation is a specific type of collaboration that is considered to be an innovative and interactive process between end users and organizations; it aims to increase the value of a product or service. This study investigates how a network of stakeholders collaborating to manage innovation openly co-creates value over time; it contributes to the existing literature on value co-creation by taking the perspective of the network as a whole. The study follows a case in which value co-creation unfolds over time across a network of stakeholders within the business-to-business facility service context. The in-depth longitudinal investigation of a network composed of a corporate customer and its external facility service providers revealed that a network of stakeholders co-creates value over time by (i) offering an adaptable structure for the network to organize innovation activities and establish support routines, (ii) facilitating interactions to support stakeholder relation development and (iii) allowing participants to achieve self-empowerment. Therefore, stakeholder value co-creation entails the combination of single value co-creation activities and overarching network progressions that allow for learning and inter-organizational trust among stakeholders.

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