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| Title | Enhancing IT industry employees’ service innovation performance: antecedents and outcomes of service innovation engagement |
| Creator | 白佩玉 Pai, Peiyu Tsai, Hsien-Tung;Zhong, Jun-Yu |
| Contributor | 企管系 |
| Key Words | Service innovation engagement; B2B service innovation; Social identification; Embeddedness; Innovative self-efficacy |
| Date | 2022-07 |
| Date Issued | 27-Dec-2022 10:45:02 (UTC+8) |
| Summary | Purpose This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance. Design/methodology/approach Self-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling. Findings Employees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts. Research limitations/implications The sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity. Practical implications Managers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation. Originality/value This study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects. |
| Relation | European Journal of Marketing, Vol. 56, No. 8, pp. 2455-2483 |
| Type | article |
| DOI | https://doi.org/10.1108/EJM-11-2020-0842 |
| dc.contributor | 企管系 | |
| dc.creator (作者) | 白佩玉 | |
| dc.creator (作者) | Pai, Peiyu | |
| dc.creator (作者) | Tsai, Hsien-Tung;Zhong, Jun-Yu | |
| dc.date (日期) | 2022-07 | |
| dc.date.accessioned | 27-Dec-2022 10:45:02 (UTC+8) | - |
| dc.date.available | 27-Dec-2022 10:45:02 (UTC+8) | - |
| dc.date.issued (上傳時間) | 27-Dec-2022 10:45:02 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/142851 | - |
| dc.description.abstract (摘要) | Purpose This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance. Design/methodology/approach Self-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling. Findings Employees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts. Research limitations/implications The sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity. Practical implications Managers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation. Originality/value This study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects. | |
| dc.format.extent | 104 bytes | - |
| dc.format.mimetype | text/html | - |
| dc.relation (關聯) | European Journal of Marketing, Vol. 56, No. 8, pp. 2455-2483 | |
| dc.subject (關鍵詞) | Service innovation engagement; B2B service innovation; Social identification; Embeddedness; Innovative self-efficacy | |
| dc.title (題名) | Enhancing IT industry employees’ service innovation performance: antecedents and outcomes of service innovation engagement | |
| dc.type (資料類型) | article | |
| dc.identifier.doi (DOI) | 10.1108/EJM-11-2020-0842 | |
| dc.doi.uri (DOI) | https://doi.org/10.1108/EJM-11-2020-0842 |