Search

A new challenge for public-private partnerships lies in gaining temporary advantage through social innovation, in order to operate within dynamic environments. This research explores social innovation enabled by technology, in order to build an empirical model that can be useful in addressing social needs of the citizens, while increasing temporary advantages for the companies. This research presents an entrepreneurial approach in which public-private partnerships can organise technology in order to develop and diffuse social innovation within dynamic environments. By employing this model, citizens can be empowered to participate in the joint construction of social innovation enabled by information and communication technology, in particular the phenomenon of shared data. The social entrepreneurship approach enables public-private partnerships to leverage shared data and obtain temporary advantages. This aids in developing innovative solutions to improve quality of life of citizens while it enables companies to succeed in dynamic environments.

The new service development of knowledge-intensive companies in emerging economies is changing from processes with only economic goals to processes that combine economic and social needs. In this approach, processes are socially constructed through society, aiming at achieving innovation success. The main research goal is to explore how companies organise the development process of new services in order to achieve the economic and social needs. More specifically, how companies develop social processes that enable innovation supported by relevant social groups, in order to cope with latent social needs in emerging economies, and keep the competitive advantage under turbulent conditions? The main finding is the presentation of a model for process development of new services of knowledge-intensive companies in emerging economies. The integration of lead-users and relevant social groups in the innovation process can support companies in organising innovation processes for the achievement of economic and social challenges.

Service innovation based on high technology is one of the most challenging subjects in management research, and hypercompetitive markets seem to be the right empirical field for theory building. The development of new services and the organizational networks could be designed by enabling service diffusion in hypercompetitive markets. The emerging research question is: how do companies integrate concepts of organizational networks, of technology diffusion and of competitive advantage for developing and managing service innovation in hypercompetitive markets? The proposed methodology combines a case study research and a clinical inquiry research. The main finding is the presentation of a model for service innovation management in hypercompetitive markets. It suggests that companies must be able to develop flexible routines to adapt their processes in order to design services for hypercompetitive markets. Companies that organise structures enabling to overcome constrains for technology diffusion could increase the innovation success rate within these markets.