Breaking away from servitization paradox to improve manufacturing enterprises' service innovation performance: the roles of market orientation and service supply chain dynamic capability

Abstract

Purpose

Based on the dynamic capability theory, our study tries to explore the mediator mechanism of service supply chain dynamic capability between market orientation and service innovation performance, as well as the boundary conditions in which service supply chain dynamic capability plays a role, in order to reveal the key elements and their mechanisms for manufacturing enterprises to improve service performance.

Design/methodology/approach

With a total of 317 valid questionnaires, structural equation modeling (SEM) was used to test the research model and hypotheses.

Findings

The empirical results confirm that the three types of service supply chain dynamic capability (environment insight capability, resource integration capability and resource reconfiguration capability) can partially mediate the relationship between firm market orientation (responsive and proactive market orientations) and service innovation performance. In addition, supply chain collaboration has different types of moderator effects on the relationship between the three types of service supply chain dynamic capability and service innovation performance.

Originality/value

This research discovers that market orientation and dynamic capability are the key factors leading to high service performance and reveals the mediating role of service supply chain dynamic capability between market orientation and service innovation performance. Moreover, this research explores the moderating role of supply chain collaboration in service supply chain resource reconfiguration capability and service innovation performance.

Citation

Lyu, T., Lyu, X., Chen, H. and Zhao, Q. (2023), "Breaking away from servitization paradox to improve manufacturing enterprises' service innovation performance: the roles of market orientation and service supply chain dynamic capability", Journal of Organizational Change Management, Vol. 36 No. 6, pp. 848-874. https://doi.org/10.1108/JOCM-04-2023-0131