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dc.contributor.authorHEIRATI, Nen_US
dc.contributor.authorSiahtiri, Ven_US
dc.date.accessioned2017-11-06T10:37:33Z
dc.date.available2017-09-12en_US
dc.date.issued2017-11-03en_US
dc.date.submitted2017-09-13T13:27:57.264Z
dc.identifier.issn0019-8501en_US
dc.identifier.urihttp://qmro.qmul.ac.uk/xmlui/handle/123456789/28628
dc.description.abstractService innovativeness represents a key source of competitive advantage and a research priority. However, empirical evidence about how service firms successfully offer novel and meaningful services is scarce, particularly in the context of business-to-business (B2B) service firms. Drawing on the B2B collaborative perspective and KBV, we aim to investigate when customer and supplier collaboration are more beneficial to drive service novelty and meaningfulness. Using data of 186 B2B service firms, the results reveal that collaboration with customers and suppliers are not equally beneficial to drive both novelty and meaningfulness and their outcomes can be amplified or lost under specific conditions. Customer collaboration is more beneficial to increase novelty in the presence of exploratory learning and employee collaboration. Contrary, supplier collaboration drives novelty only at higher levels of exploratory learning. Further, supplier collaboration is more beneficial to improve meaningfulness at higher levels of employee collaboration. Finally, the positive outcomes of both customer and supplier collaboration disappear in the presence of knowledge tacitness. Our findings provide new insights about drivers and contingencies that affect different aspects of service innovativeness.en_US
dc.languageEnglishen_US
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.relation.ispartofIndustrial Marketing Managementen_US
dc.subjectService innovativenessen_US
dc.subjectcustomer collaborationen_US
dc.subjectsupplier collaborationen_US
dc.subjectexploratory learningen_US
dc.subjectcross-functional collaborationen_US
dc.subjectknowledge tacitnessen_US
dc.subjectB2B Servicesen_US
dc.titleDriving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business servicesen_US
dc.typeArticle
dc.rights.holder© 2017 Elsevier Inc.
pubs.author-urlhttp://www.busman.qmul.ac.uk/staff/heiratin.htmlen_US
pubs.notesNot knownen_US
pubs.organisational-group/Queen Mary University of London
pubs.organisational-group/Queen Mary University of London/Faculty of Humanities, Social Sciences & Law
pubs.organisational-group/Queen Mary University of London/Faculty of Humanities, Social Sciences & Law/Business and Management - Staff
pubs.publication-statusAccepteden_US
pubs.publisher-urlhttps://www.journals.elsevier.com/industrial-marketing-management/en_US
dcterms.dateAccepted2017-09-12en_US


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