Documente Academic
Documente Profesional
Documente Cultură
| |
Rakesh R. Mishra
Doctoral Student
(0)-9339273557
Indian Institute of Management Calcutta
rakeshr@email.iimcal.ac.in
Contents
Background and Research Context
Growth of Market for Indian Software Service firms
Indian Software Service Industry Structure
Research Questions?
What is Innovation ? Service ?
Types of Innovation
Approaches to Study of Innovation in Services
Theoretical Paradigms to study Innovation in Service
Drivers of innovation in services
Model of Industry dynamics (Mehra, 1994)
Innovation is Indian Software Firms:
Model of Indian Software Service firms
Dominant Drivers of Innovation in Indian Software firms
Hypothesis about emerging trends of New service design
_
Phenomena of Disintegration (Outsourcing) - relationship
between the market size for the product of a firm and the extent of vertical
integration optimum for the firm (Stigler 1951, Langlois, 1988, Pavitt, 2003)
Outsourcing in Software Services ±
± Separation of Software and Hardware (IBM, 1960)
± Standardization (Greenbaum 1976, Kraft 1979)
± Globalization
Service producer makes a bundle of competence available to the customer
at their disposal which is used by client organizations according to their
inputs
Indian Software service Industry
Structure
roductivity Vs o of E oyee
ev enue er
roduc tiv ity
y ear
Standardi ed
Standardi ed o of Eoy ee
! "#
$ $
#!
#
$
$
%! %
$
&! %
The
Provider¶s
direct
Client¶s competences
compet #
ences
Final or
Service
& Characteristic
s
%
Supplier incl.
Consultants
characteristics
Types of Innovation Damanpour, 1987
%
|
Tool, technique, physical equipment or system by which
the employees, the units or the organization extend their
capabilities Schon (1967).
'$
|
Implementation of new policy pertaining to recruitment of
personnel, the allocation of resources, the structuring of
tasks, authority and rewards are examples of
administrative innovation (Damanpour, 1987).
'
|
Innovation in boundary spanning units e.g. marketing
and public relations
Types of Innovation (Oslo Manual 3 rd d, 2005)
%
'
$
'
± Impact analyses
± Sectoral technological trajectories (Pavitt, 1984)
± Lakshmanan(1987) also pursues evolutionary approach but diff.
%!_
' $
(Drejer, 2004)
± highlights the existence of particular form of innovation in
services different from technologist approach
± It attempts to produce µlocal theories¶ of innovation more closely
tailored to particular service industries.
| '
± an integrated analysis should be possible
(Drejer, 2004;Gallouj and Weinstein (1997); Preissl(2000)
%
"$
Sundbo, 1997
%
! $ $ (Dosi et al. 1988)
xisting Client¶s
Strategy |
Organizational Knowledge
Base
Competence
Potential
Client
Competition (Number of
Players Bigger in size)
Continued ««.
1. Knowledge Base
Knowledge of employee JC],
Knowledge embodied in capital goods, components and
supplies JT]
2. xperience Base
Information Management Competence
Organizational competence
Competence achieved due to performance
Competence in the use of theoretical Knowledge