Hyun-Sun Ryu

Alignment Between Service Innovation Strategy and Business Strategy and Its Effect on Firm Performance: An Empirical Investigation

A well-planned service innovation strategy is recognized as a prerequisite for successful service innovation in organizations. However, prior studies on service innovation strategies struggle to provide guidance on successful service innovation, because they do not consider the alignment between service innovation strategy and business strategy. Furthermore, they did not consider conditions, such as industries, that affect the alignments to improve firm performance. By using empirical data collected from 175 service firms in Korea, this study aims to investigate the effect of alignments between service innovation strategy (i.e., service creation-focused [SCFS], service delivery-focused [SDFS], and customer interaction-focused [CIFS] strategies) and business strategy (i.e., cost leadership [CLS], innovative differentiation [IDS], and focus [FS] strategies) on firm performance, which is assessed using both nonfinancial and financial measures. We then examine how the effect of alignments differs depending on industry types (i.e., scale intensive [SCIS], technology-based knowledge intensive [TKIS], and professional-based knowledge intensive service industries [PKIS]). Empirical evidence indicates that three alignment patterns (i.e., SCFS-IDS pattern, SDFS-CLS pattern, and CIFS-FS pattern) have synergistic effects on firm performance. Results also confirm that the effects of the alignments on firm performance differ according to the types of industry. The SCFS-IDS alignment performs well in the TKIS group, the SDFS-CLS alignment in the SCIS group, and the CIFS-FS alignment in the PKIS group. The implications for practice highlight the idea that successful service innovation requires judicious alignment between service innovation strategy and business strategy with the consideration of industries.

Understanding the role of technology in service innovation: Comparison of three theoretical perspectives

Abstract Although prior studies have stressed the importance of technology in service innovation, debates on the roles of technology continue to surface. This study aims to investigate the role of technology in service innovation based on a service innovation framework. After identifying four innovation orientations, we propose three competing models having different roles of technology (direct, indirect, and moderating). Using data from 193 service firms, we determine which model best explains the role of technology. Results show that technology plays multiple roles in service innovation. Our study helps managers effectively coordinate their technology infusion into service innovation to improve firm performance.

What makes users willing or hesitant to use Fintech?: The moderating effect of user type

The purpose of this paper is to better understand why people are willing or hesitant to use Financial technology (Fintech) as well as to determine whether the effect of perceived benefits and risks of continuance intention differs depending on user types.,Original data were collected via a survey of 243 participants with Fintech usage experience. The partial least squares method was used to test the proposed model.,The results reveal that legal risk had the most negative effect on the Fintech continuance intention, while convenience had the strongest positive effect. Differences in specific benefit and risk impacts are found between early and late adopters.,This empirical study contributes to the novel understanding of the benefit and risk factors affecting the Fintech continuance intention.

How Non-technological Innovation Reinforces the Effect of Technological Innovation on Firm Performance?: An Empirical Study of Korean Manufacturing Industry

By using empirical data collected from 870 manufacturing firms in Korea, the present study investigates the relationships between technological innovation (i.e., product and process innovations) and non-technological innovations (i.e., organizational and marketing innovations) and its overall innovation success with innovation initiatives. We highlight the business value of non-technological innovations by proposing its moderating effect on innovation success. We then argue that technological innovation exhibits a strong impact on innovation success only when non-technological innovations adequately strain the relationship between them. This study enhances the understanding of innovation in organizations by showing that the effective interaction between technological and non-technological innovations helps firms succeed in innovations and enhance firm performance.