European Management Journal, 26 (2), 2008 – interesting articles

[Deutscher Titel: European Management Journal, 26 (2), 2008 – interessante Artikel (Text übersetzen: Deutsch)]

European Management Journal
Volume 26, Issue 2, Pages 75-144 (April 2008)

Services innovation:: Knowledge transfer and the supply chain 77-83
Robert A. Paton and Stephen McLaughlin

  • Summary: The past decade has seen, in response to the growth in service industries, increasing interest in what has been termed services science and innovation. This embryonic research field has been promoted by far sighted enterprises, government agencies and academics, the basic premise being that for far too long we have concentrated on the study and practice of physical and aesthetic innovation: designed to add value through maintaining end product leadership. Services science embodies and marshals a multi-disciplinary approach: science, engineering and management; in an effort to address and build upon complex service related opportunities. A sub-set, or possibly the driving force, of services science, is services innovation: dealing not so much with the end product but rather with the support, development and delivery of services: that are now the lifeblood of our developed economies.
    This paper provides a brief overview of services science and innovation, articulating a case for ensuring that we do not, in our pursuit of sustained competitive advantage and short-term economic growth, adopt a too narrowly defined and puritanical view of innovation and ignore the importance of the service exchange. Sustainable growth, we argue, is based upon identifying, supporting and nurturing meaningful service exchanges that exploit, develop and embody value added knowledge transfer within and across industry. It is time to broaden the services innovation debate in an effort to reach the many practitioners, academics and policy makers not as yet engaged with this exciting now field.
  • Keywords: Services science; Services innovation; Knowledge transfer; Services exchange

Knowledge process outsourcing in financial services: The vendor perspective 94-104
Wendy L. Currie, Vaughan Michell and Oluwakemi Abanishe

  • Summary: This research reports the findings from a study on nine knowledge process outsourcing (KPO) vendors working in the financial services industry. It delineates financial business processes along a low to high-end continuum. Findings suggest that KPO vendors are gradually moving along the value pathway offering more complex intellectual value activity based products and services to clients. However, they face many challenges including gaining the confidence of potential clients about outsourcing knowledge-intensive work, and finding effective solutions to mitigate outsourcing risk. Our paper concludes by developing a taxonomy of KPO scenarios to provide a backdrop for further academic research and to illustrate current practice.
  • Keywords: Knowledge process outsourcing; Financial services; Vendors; Taxonomy; Business process outsourcing; Value pathway

Leveraging technology assets in the presence of markets for knowledge 122-134
Ulrich Lichtenthaler

  • Summary: This paper investigates the market entry and entry mode choice of eight small and medium-sized Finnish software firms in the Japanese market. The findings in this study reveal that, despite of the psychic distance between Finland and Japan, most of the firms entered Japan at a very early stage of their internationalization process by using direct entry modes. This was mainly due to the market size, sophisticated industry structure, and requirements for intensive cooperation with the customers during the sales process. The firms were able to overcome psychic distance by hiring local employees and western managers who already had working experience in the Japanese market. This finding indicates that psychic distance is based on a manager’s personal experiences and feelings about how distant a country is rather than on cultural differences between the countries.
  • Keywords: Psychic distance; Market entry; Entry mode choice; Uppsala model; Finland; Japan; SMEs

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Copyright © 2008 Elsevier Ltd. All rights reserved.