Exploring innovation driven value creation in B2B service firms

The roles of the manager, employees, and customers in value creation

Aron O'Cass*, Phyra Sok

*Corresponding author for this work

Research output: Contribution to journalArticle

61 Citations (Scopus)

Abstract

This study adopts the premise that innovation capability underpins a service firm's value creation ability and that management style, employee behaviors and marketing underpin its innovation capability. This study examines the role of managers and employees in the creation and delivery of superior value to customers via the firm's innovation capability. To test this premise the current study examines the role of transformational leadership (TFL) as an aspect of the service firm's management style in creating and delivering value to customers through its services. This study adopts a multi-level study, collecting data from managers, employees and customers of service firms in a Southeast-Asian country, Cambodia. The results show that a service firm's innovation capability has a positive effect on the firm's value offering (VO), the VO has a positive relationship with customer perceived value-in use (PVI), and PVI has a positive relationship with firm performance. This study also finds moderating effects of TFL on the relationship between service innovation capability and VO, and of service marketing capability on the relationship between VO and PVI respectively.

Original languageEnglish
Pages (from-to)1074-1084
Number of pages11
JournalJournal of Business Research
Volume66
Issue number8
DOIs
Publication statusPublished - Aug 2013
Externally publishedYes

Keywords

  • Leadership
  • Marketing capability
  • Service innovation
  • Value creation
  • Value offering

Fingerprint Dive into the research topics of 'Exploring innovation driven value creation in B2B service firms: The roles of the manager, employees, and customers in value creation'. Together they form a unique fingerprint.

  • Cite this