Enabling service innovation: A dynamic capabilities approach

By Daniel Kindström, Christian Kowalkowski, Erik Sandberg. 2013

617 citations recorded by the source corpus.

Subfields: Business and International Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e79476134076990f1361ff469aa617d2a38e2b08

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Citations in the corpus

Transformational shifts through digital servitization (2020, positive): “other servitization processes, strong service culture and customer focus (Kindström et al., 2013; Story, Raddats, Burton, Zolkiewski, & Baines, 2017) were essential for the successful development and adoption of novel digital service offerings.”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “Services tend to be developed according to product-based thinking that prioritizes efficiency, scale economies and standardisation, rather than flexibility, variety and customisation (Gebauer et al., 2006; Fang et al., 2008; Kindström et al., 2013).”
Enhancing Green Absorptive Capacity, Green Dynamic Capacities and Green Service Innovation to Improve Firm Performance: An Analysis of Structural Equation Modeling (SEM) (2015, background): “[38] demonstrate that dynamic capabilities positively affect service innovation.”
Navigating disruptive crises through service-led growth: The impact of COVID-19 on Italian manufacturing firms (2020, neutral): “Studies have shown that being close to customers not only increases customer satisfaction but also further enhances product sales and enables new service opportunities (e.g., Kindström, Kowalkowski, & Sandberg, 2013; Visnjic & Van Looy, 2013).”
The role of ICT and innovation in enhancing organizational performance: The catalysing effect of corporate entrepreneurship (2017, methodology): “The dynamic capabilities view has been used by many studies examining the contribution of ICT to ﬁ rm value (e.g., Cepeda & Vera, 2007; Kindstrom, Kowalkowski, & Sandberg, 2013; Rohrbeck, 2010; Tian, Wang, Chen, & Johansson, 2010).”
Role of big data analytics in developing sustainable capabilities (2019, background): “…view, wherein they argue that big data technologies are resources that support ﬁ rms operating in rapidly changing environments and market conditions due to features explicitly associated with dynamic capabilities (e.g., Braganza et al., 2017; Fosso-Wamba et al., 2017; Kindstr € om et al., 2013).”
Firm innovation and supply chain resilience: a dynamic capability perspective (2020, background): “The above discussion underlines the entrepreneurial nature of dynamic capabilities, since organisations need to constantly develop solutions to the threats and opportunities emerging from the business environment (Pitelis and Teece 2010; Teece 2012; Kindström, Kowalkowski, and Sandberg 2013).”
Service Growth in Product Firms: Past, Present, and Future (2017, background): “9 Articles for the intellectual core Citations in Scopus Oliva and Kallenberg (2003) 681 Mont (2002) 548 Baines et al.”
Digital servitization business models in ecosystems: A theory of the firm (2019, positive): “On these occasions, companies should use dynamic capabilities of sensing, seizing, and re-con ﬁ guring (Huikkola, Kohtamäki, & Rabetino, 2016; Kindström, Kowalkowski, & Sandberg, 2013; Teece, 2007; Teece, Pisano, & Shuen, 1997).”