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Service orientation: effectuating business model innovation

Author

Listed:
  • Sujith Nair
  • Hanna Paulose
  • Miguel Palacios
  • Javier Tafur

Abstract

The research argues for the need to correctly identify and strengthen the core competencies of a firm, especially relevant in the service-oriented firm context where value creation requires resourceful and efficient provision of service. This study of 17 airlines from Asia, Europe, and Oceania reveals a picture of inconsistencies in the core competence strategy of airlines. It brings out the situation in which firms believe and project that they are service oriented, but fail to have the core competence strategies of a service firm or the business model innovations that lead to service orientation, thus leading to performance heterogeneity among intra-industry firms having similar business models. This paper proposes that seemingly similar business models differ in performance due to their service orientation and identification of the core competence serves as both the primary requirement for business model innovation and a measuring indicator of service orientation. The research on the airline industry advances the understanding of how core competence strategy and business model innovation constructs behave in the service firms' effort to gain sustainable competitive advantage.

Suggested Citation

  • Sujith Nair & Hanna Paulose & Miguel Palacios & Javier Tafur, 2013. "Service orientation: effectuating business model innovation," The Service Industries Journal, Taylor & Francis Journals, vol. 33(9-10), pages 958-975, July.
    • Handle: RePEc:taf:servic:v:33:y:2013:i:9-10:p:958-975
    DOI: 10.1080/02642069.2013.746670
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    Citations

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    Cited by:

    1. Daniela Rupo & Mirko Perano & Giovanna Centorrino & Alfonso Vargas-Sanchez, 2018. "A Framework Based on Sustainability, Open Innovation, and Value Cocreation Paradigms—A Case in an Italian Maritime Cluster," Sustainability, MDPI, vol. 10(3), pages 1-28, March.
    2. Omar Shafqat & Elena Malakhatka & Nina Chrobot & Per Lundqvist, 2021. "End Use Energy Services Framework Co-Creation with Multiple Stakeholders—A Living Lab-Based Case Study," Sustainability, MDPI, vol. 13(14), pages 1-24, July.
    3. Helms, Thorsten, 2016. "Asset transformation and the challenges to servitize a utility business model," Energy Policy, Elsevier, vol. 91(C), pages 98-112.
    4. Marko Peric & Jelena Durkin & Vanja Vitezic, 2017. "The Constructs of a Business Model Redefined: A Half-Century Journey," SAGE Open, , vol. 7(3), pages 21582440177, September.
    5. Nichifor Maria Alexandra, 2015. "Sustainable business models for wind and solar energy in Romania," Management & Marketing, Sciendo, vol. 10(1), pages 53-62, June.
    6. Sascha Kraus & Alexander Brem & Miriam Schuessler & Felix Schuessler & Thomas Niemand, 2019. "Innovative Born Globals: Investigating the Influence of Their Business Models on International Performance," World Scientific Book Chapters, in: Alexander Brem & Joe Tidd & Tugrul Daim (ed.), Managing Innovation Internationalization of Innovation, chapter 11, pages 275-328, World Scientific Publishing Co. Pte. Ltd..
    7. Vatankhah, Sanaz & Bamshad, Vahideh & Altinay, Levent & De Vita, Glauco, 2023. "Understanding business model development through the lens of complexity theory: Enablers and barriers," Journal of Business Research, Elsevier, vol. 155(PA).
    8. Pereira, Bruno Alencar & Lohmann, Gui & Houghton, Luke, 2021. "Innovation and value creation in the context of aviation: a Systematic Literature Review," Journal of Air Transport Management, Elsevier, vol. 94(C).

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