Agarwal, R, Scerri, M, Sajib, S & Selen, W 2014, 'Dynamic capability building through partnering: An Australian mobile handset case study', Journal of New Business Ideas and Trends, vol. 12, no. 1, pp. 27-41.
Purpose –The purpose of this paper is to report on how collaboration in a service network of a major Telco, involving a key partner and its affiliate network, enables dynamic capability building for achieving services innovation. These capabilities are subsequently analysed for emerging trends and patterns of relationships, and later grouped into different constructs based on existing literature, to present a Dynamic Capability building-framework through partnering.
Design/methodology/approach – The method for this paper is a case study of a large Telco, including its distribution channels and franchised retail centres; and a key trading partner, TPartner, and its affiliated network. Interviews were conducted, transcribed, coded, and similarities in views by different participants were incorporated into emergent themes and patterns for analysis.
Findings – The paper finds that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness, and collaborative agility are all core dynamic capabilities that foster innovation in services. Second, collaboration enables firms to redefine their strategic and operational capabilities. Third, partnering allows managers to rethink, rearrange and reposition their sourcing strategies to better meet customer demand. Lastly, through partnering with customers and their ensuing engagement, managers are equipped with superior ability to anticipate discontinuity in customer preferences across channels, and through customer knowledge managers are able to meet future demand expediently.
Originality/value – This study advances our understanding of how organisations can build competence based on dynamic capabilities through collaboration in order to foster service innovation.
Agarwal, R, Selen, W, Sajib, S & Scerri, M 2013, 'Capability Building leading to Innovation in Service Value Networks Evidences from Industry Case Studies', SMART Conference 2013, LAA, ApicsAU and Interpoint Events, Sydney convention and Exhibition centre.
In order to succeed in highly competitive markets undergoing rapid technological advancement, professionals and academics have started to realise the importance of building dynamic capabilities. In the context of service companies, this is even more relevant as service firms are increasingly dependent delivering end to end services to their customers by integrating their core competence with other firms within a service value network. Thus, the necessity to investigate the dynamics of collaboration including partnering with their customers has implications for managers. As evident from literature as well as industry experience, collaboration offers unique opportunities to the partners when creating, designing and delivering new services. Value is co-created whilst attempting to combine, mobilise and realign complimentary resources and skills. This research paper intends to provide rich and practical insights about the dynamic capability building processes in the context of a service value network. Two case studies illustrate the dynamics of collaboration and value co-creation with customer being an intimate part of the delivery process. The first case is a telecommunications company supplying mobile handsets and the second delivers specialised emergency health care services in critical conditions. Semi structured interviews for the two case studies were conducted with key personnel belonging to partnering firms. These interviews demonstrate the dynamic capability building processes used to create value our notion of elevated service offerings. The results are derived through analysing the transcribed interviews using NVIVO software. Subsequently, limitations and managerial implications that can guide managers of service firms on how to create value through collaboration and service innovation is identified.
Agarwal, R, Selen, W, Sajib, S & Scerri, M 2013, 'Dynamic Capability Building through partnering: An Australian Mobile handset case Study', Managing on the Edge - 27th ANZAM Conference, Australian and New Zealand Academy of Management Conference, ANZAM, Hobart, Australia, pp. 1-18.
Dynamic capabilities are increasingly seen as an organisational characteristic for innovation and are regarded as a source of competitive advantage. In a quest for sustainability, service organisations are partnering with their stakeholders, and subsequently are aptly bringing innovation in services to market. Most of existing empirical research regarding dynamic capabilities seeks to define and identify specific dynamic capabilities, as well as their organizational antecedents or effects. Yet, the extent to which the antecedents of success in particular dynamic capabilities, contribute to innovation in service organisations remains less researched. This study advances the understanding of such dynamic capability building process through effective collaboration, and highlights the detailed mechanisms and processes of capability building within a service value network framework to deliver innovation in services. Deploying a case study methodology, transcribing interviews with managers and staff from an Australian telco and its partnering organisations, results show that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness and collaborative agility are all core to fostering innovation in services. Practical implications of this research are significant, and that the impacts of collaboration and the dynamic capabilities mentioned above are discussed in the context of a mobile handset case study.
Sajib, S & Agarwal, R 2012, 'Achieving dynamic capability through collaborative ICT infrastructure: a strategic driver of SME's in an emerging economy to participate in collaborative value network', International Conference on Technology Management (ICTM) 2012 conference, Driving the Economy through Innovation and Entrepreneurship: Emerging Agenda for Technology Management, Springer, Bangalore, India, pp. 139-150.View/Download from: Publisher's site
Increasingly, small and medium enterprise firms (SMEs) in emerging economies are partnering with large multi-national firms within a âService Value Network (SVN)â. Moreover, these firms are short of resources such as human capital, financial capital, and know-how, which are essential for innovation, development of new technologies, and maintaining sustainable competitive advantage. This paper draws on existing constructs on Collaborative Organisational Infrastructure (COI), Collaborative Architecture Management (CAM) and Information Technology Infrastructure Flexibility (ITIF) from extant literature to demonstrate the importance of governance, leadership, Information and Communication Technologies (ICT) infrastructure, and business IT infrastructure flexibility in achieving effective Collaborative Entrepreneurial Alertness (CEA). In particular, this paper theoretically postulates the flow-on effects of partnering in a SVN fostering Entrepreneurial Alertness (EA) capability on individual SME firmsâ capability.
Sajib, S & Agarwal, R 2012, 'Mobilizing Innovation Capability From Service Value Network to Partnering Companies: A Theoretical Study', Managing for Volatility and Stability: Proceedings of the 26th Annual Australian and New Zealand Academy of Management Conference, Australian and New Zealand Academy of Management Conference, ANZAM, Perth, pp. 1-19.
Business firms are increasingly becoming dependent on each other to deliver services to their customers. Due to rapid changes in market conditions such as introduction of new technologies, changing customer preferences, and increasing competitive pressures on firms, the ability to build innovative capability has become a key resource and an asset. In the context of service firms, there is a growing trend of collaboration between firms facilitating value creation, Nevertheless, it is important to understand value creation in the reverse manner ie.; do networks facilitate value for individual firms in return, and are there linkages between capabilities of networks, and capabilities of individual partnering companies. As evident from extant literature, the nature and type of linkage between firms in a business network plays a critical role in facilitating innovation capability building of the network. However, in order to effectively learn from the network service firms need to possess sufficient learning capacity to transform that into innovation capability within their own firm. This paper addresses the development of innovative capability of a partnering firm resulting from a collaborative arrangement; with this backdrop the paper presents a theoretical framework.