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Article
Publication date: 5 December 2018

Chiehyeon Lim, Min-Jun Kim, Ki-Hun Kim, Kwang-Jae Kim and Paul Maglio

The proliferation of customer-related data provides companies with numerous service opportunities to create customer value. The purpose of this study is to develop a framework to…

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Abstract

Purpose

The proliferation of customer-related data provides companies with numerous service opportunities to create customer value. The purpose of this study is to develop a framework to use this data to provide services.

Design/methodology/approach

This study conducted four action research projects on the use of customer-related data for service design with industry and government. Based on these projects, a practical framework was designed, applied, and validated, and was further refined by analyzing relevant service cases and incorporating the service and operations management literature.

Findings

The proposed customer process management (CPM) framework suggests steps a service provider can take when providing information to its customers to improve their processes and create more value-in-use by using data related to their processes. The applicability of this framework is illustrated using real examples from the action research projects and relevant literature.

Originality/value

“Using data to advance service” is a critical and timely research topic in the service literature. This study develops an original, specific framework for a company’s use of customer-related data to advance its services and create customer value. Moreover, the four projects with industry and government are early CPM case studies with real data.

Details

Journal of Service Management, vol. 30 no. 1
Type: Research Article
ISSN: 1757-5818

Keywords

Available. Open Access. Open Access
Article
Publication date: 29 November 2017

Chiehyeon Lim, Min-Jun Kim, Ki-Hun Kim, Kwang-Jae Kim and Paul P. Maglio

The proliferation of (big) data provides numerous opportunities for service advances in practice, yet research on using data to advance service is at a nascent stage in the…

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Abstract

Purpose

The proliferation of (big) data provides numerous opportunities for service advances in practice, yet research on using data to advance service is at a nascent stage in the literature. Many studies have discussed phenomenological benefits of data to service. However, limited research describes managerial issues behind such benefits, although a holistic understanding of the issues is essential in using data to advance service in practice and provides a basis for future research. The purpose of this paper is to address this research gap.

Design/methodology/approach

“Using data to advance service” is about change in organizations. Thus, this study uses action research methods of creating real change in organizations together with practitioners, thereby adding to scientific knowledge about practice. The authors participated in five service design projects with industry and government that used different data sets to design new services.

Findings

Drawing on lessons learned from the five projects, this study empirically identifies 11 managerial issues that should be considered in data-use for advancing service. In addition, by integrating the issues and relevant literature, this study offers theoretical implications for future research.

Originality/value

“Using data to advance service” is a research topic that emerged originally from practice. Action research or case studies on this topic are valuable in understanding practice and in identifying research priorities by discovering the gap between theory and practice. This study used action research over many years to observe real-world challenges and to make academic research relevant to the challenges. The authors believe that the empirical findings will help improve service practices of data-use and stimulate future research.

Details

Journal of Service Theory and Practice, vol. 28 no. 1
Type: Research Article
ISSN: 2055-6225

Keywords

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Article
Publication date: 29 April 2021

Yuan-Chieh Chang, Wen-Hong Chiu, Jian-Hang Wang and Min-Jun Teng

The paper proposes customer involvement can be considered an organization-level construct of knowledge creation in the new process development. Specifically, the paper evaluates…

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Abstract

Purpose

The paper proposes customer involvement can be considered an organization-level construct of knowledge creation in the new process development. Specifically, the paper evaluates three distinct organizational practices as knowledge antecedents – competitor orientation, social network and internal coordination – that can facilitate the adoption of customer involvement in the process innovation development.

Design/methodology/approach

The paper empirically tests this theory for 2,000 firms that are stratification sampled from a population of 33,844 Taiwanese firms, and a data set of 170 valid questionnaires is collected. The questionnaire was mainly modified from a Kim and Kim (2010) measure which was designed based on the 3rd edition of the Oslo Manual OECD/Eurostat 2005. The concept of customer involvement in new service development proposed by Alam (2002) was also applied to the questionnaire.

Findings

(1) The antecedents of customer involvement, which include competitor orientation, external social networks and internal coordination, function as a determinant to nourish customer involvement. (2) Customer involvement significantly positively mediates the relationship between knowledge antecedents and new process performance. (3) Customer involvement is a crucial knowledge creation for improving the new process innovation performance in manufacturing firms.

Originality/value

Two basic tenets of theory building serve as the foundation of the model in this paper. First, research on customer involvement is augmented by showing that customer involvement can emerge as a shared perception among organizational members that is distinct from individual-level involvement. Moreover, customer involvement in process innovation can help firms manage their knowledge and further enhance firm performance. Second, the knowledge management model provides a key lens through which researchers can take a process-oriented view that focuses on customer involvement as a unique capability that firms can develop in process innovation.

Details

European Journal of Innovation Management, vol. 25 no. 4
Type: Research Article
ISSN: 1460-1060

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