service innovations thesis

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The evolution of service innovation research: a critical review and synthesis

2014, Service Industries Journal

The number of service innovation articles has increased dramatically in the past 25 years. By reviewing 128 articles published between 1986 and 2010, primarily in leading marketing and innovation journals, this study analyzes the progression of service innovation research according to topicality and perspective. The authors summarize prior research by clustering it into three evolutional phases and drawing parallels with the evolution of the wider services marketing field. Overall, the view of service innovation has evolved, from a complement of traditional product innovation to a multidimensional, all-encompassing notion that entails several functions, both within and outside the firm.

Related Papers

Jayant K . Panigrahi. Ph.D

Even though innovation is considered as a driver of economic growth, research about innovation within services sector is lagging. Most innovation related research is related to products or goods, therefore some service innovation taxonomy swap findings from innovation in the goods domain to the services domain .This categorization keep the intangible nature of the service as a 'particular class of goods' rather than a process. In the new millennium, the main issue is on how innovation takes place within service firms. A large number of publications suggest, services are less marginal, topic of research for economists and researchers. However, a driving question that emerged earlier and still remains relevant today " is not just whether services are innovative, but also whether certain services are critical for innovation in manufacturing and other industries " (Miles, 2000, p.381). This question takes the discussion beyond an approach characterized by exploring innovation within service firms, and helps examine a service as a process that affects value propositions.

Doris Schartinger

The Service Industries Journal

Christian Kowalkowski

In this chapter, the authors examine business model innovation driven by increased service focus. In their chapter, the authors discuss the external drivers and organizational implications of shifting towards service-based business models. Driven both by competition and by new customer demands, many firms find themselves moving from their traditional business models based on, primarily, product sales towards business models based on services. As business success in this setting depends as much on such organizational rearrangements (including business model redesign) as it does on new service development, examining the organizational implications of this shift becomes crucial. Hence, the authors discuss how firms can approach and understand this change to their business models, and also how their organization can become more service-oriented in order to take advantage of the emergent opportunities inherent in this shift.

There is an emerging acknowledgment that value creation takes place in any organization that produces something, it becomes an input to a process within a business network. SCM researchers analyzed how value is created and productivity is enhanced in the organization. Innovation, Networks, Services are key topics interlinked to explore processes associated to service innovation within supply networks from a multidisciplinary perspective. Certain underpinnings for each topic offer a rationale for interlinking. Since Schumpeter's works (1939, 1943), it has been said that innovation offers an opportunity for prosperity. Scholars demonstrated that networks play a critical role in innovation and knowledge transfer. Also the significant growth of services during the current century across globe is interpreted as a call to enhance. This research paper is a critical review of innovation processes within a supply network, which is the subset of business networks interacting within the services sector. Specifically, this will contribute to eliciting how Innovation, Service and Networks within a supply chain are key to promoting dynamic service innovation and benefits within the supply chain.

Suma de Negocios Journal

Resumo Apesar dos importantes avanc¸os na pesquisa em inovac¸ão em servic¸os, essa área ainda tem desafios a serem superados. Nesse sentido, o objetivo deste artigo é analisar o estado da arte em inovac¸ão em servic¸os e apontar algumas possibilidades de pesquisas futuras. O método utilizado foi uma revisão bibliográfica. Os resultados indicam que há uma transic¸ão ocorrendo da temática, cujos pesquisadores não estão mais buscando explicar o que é inovac¸ão atrelada a uma escola de pensamento da disciplina, mas tentando explicar como o fenômeno ocorre. Além disso, observa-se que a tendência de pesquisa nessa área é o estudo da inovac¸ão em servic¸os e a sua interligac¸ão com outras áreas. Abstract Despite significant advances in research on innovation in services, there are still major challenges in this area. The purpose of this article is to analyse the state-of-the art on innovation in services, and point out some future possibilities. The method used was a bibliographic review. The results indicate that there is a transition taking place, where researchers are no longer trying to explain what innovation is (linked to a school of thought of the subject), but trying to explain how it occurs. Moreover, it is observed that the research trend is the study on innovation in services interconnected with other areas.

Journal of Business Research

The point of departure for this article is the need for product-centric firms to compete in the market by adding services to their portfolio, which requires a greater focus on service innovation if they are to remain competitive. A major challenge associated with the shift from product-centeredness to a product-and-service orientation is the management of the essential dynamic capabilities of sensing, seizing, and reconfiguring needed for service innovation. The research study reported identifies key microfoundations forming the basis of successful realignment of a firm's dynamic capabilities so as to achieve a better fit with service innovation activities. Eight qualitative case studies of product-centric firms form the basis of the study. The findings make three primary contributions to the body of knowledge. First, they extend the existing literature on dynamic capabilities by specifically discussing microfoundations related to service innovation. Second, the study extends existing work on service innovation into the manufacturing industries by identifying the key microfoundations in that context. Third, the research provides empirical evidence of dynamic capabilities in practice, especially in product-centric settings in which the service context is novel.

Erika Ana Trinidad

A research paper that magnifies various service innovation techniques particularly in managing memorial parks.

Katri Ojasalo

In Agarwal, R., Selen, W., Roos, G. and Green, R. (Eds.), The Handbook of Service Innovation. London, UK: Springer-Verlag, 193-212. Identifying opportunities for service innovation and exploiting them requires novel capability building in the rapidly changing business environments. This study extends the existing literature on dynamic capabilities in service innovation by operationalizing the capabilities of sensing and seizing new opportunities. The purpose of this chapter is to examine how futures thinking and design thinking can facilitate service innovation from the dynamic capabilities point-of-view. As a result this chapter provides a conceptual framework for service innovation process that is grounded on foresight and service design. To synthesize the literature into a new conceptual framework, this chapter is based on a large body of literature from four burgeoning fields of study: dynamic capabilities, service innovation, foresight, and service design. The key point the chapter wishes to make is that a forward look at new methodological perspectives in service innovation is needed and that integrating the methods and tools of foresight and service design to the service innovation process provides a promising new avenue to future success.

Service innovation practices and customer loyalty in the telecommunication industry

Contributed equally to this work with: Ernest Awuku, Paul Mensah Agyei, Eric Gonu

Roles Conceptualization, Data curation, Formal analysis, Methodology

Affiliation Department of Business Studies, College of Distance Education, University of Cape Coast, Cape Coast, Ghana

Roles Formal analysis, Investigation, Supervision, Writing – review & editing

* E-mail: [email protected]

Roles Methodology, Software

Affiliation Department of Marketing and Supply Chain Management, University of Cape Coast, Cape Coast, Ghana

Ernest Awuku,
Paul Mensah Agyei,

Published: March 10, 2023
https://doi.org/10.1371/journal.pone.0282588
Reader Comments

The study sought to assess differences in innovation practices in the telecommunication industry, customer perception of service innovations, and how service innovation practices influence the loyalty of mobile subscribers. A quantitative research approach was adopted to study 250 samples from active subscribers of the leading mobile telecommunication companies in Ghana. Descriptive and regression analytical approaches were used to analyze the study’s objectives. The result indicates service innovation practices significantly influence loyalty. Innovative service concepts, innovative service processes, and new technologies significantly influence customer loyalty with the latter having the strongest influence. The study contributes to the scanty literature on the mentioned subject within the Ghanaian context. Additionally, this study focused on the service sector. Despite the sector’s contribution to the world’s Gross Domestic Product (GDP), previous studies have largely focused on the manufacturing sector. Based on the findings, the study recommends that the management of MTN, Vodafone, and Airtel-Tigo in collaboration with R&D and Marketing departments must invest financial and cognitive resources to develop innovative technologies, processes, and services to address the service convenience, efficiency, and effectiveness needs of customers. The study further recommends that financial and cognitive investment should be based on market and consumer research, and customer interaction. This study recommends similar studies using qualitative research methods in other industries such as banking and insurance.

Citation: Awuku E, Agyei PM, Gonu E (2023) Service innovation practices and customer loyalty in the telecommunication industry. PLoS ONE 18(3): e0282588. https://doi.org/10.1371/journal.pone.0282588

Editor: Muhammad Ikram, Al Akhawayn University in Ifrane, MOROCCO

Received: September 13, 2022; Accepted: February 18, 2023; Published: March 10, 2023

Copyright: © 2023 Awuku et al. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Data Availability: The College of Distance Education of the University of Cape Coast, where the first author was a student and the study was part of the student's dissertation, can be reached at [email protected] . Primary data was used in the study, and as part of the preliminary information on the instrument, it was indicated that data would not be disclosed to third parties without respondents' consent. As a result of this, ethically we are constrained in making the data available.

Funding: The authors received no specific funding for this work.

Competing interests: The authors have declared that no competing interests exist.

Introduction

Service innovation is one of the strategic approaches for firm survival and has gained lots of attention not only from academic scholars but also from industry experts [ 1 , 2 ]. However, the literature on service innovation is dearth due to the erroneous perceptions in the literature and among practice that service innovation is a preserve activity of manufacturing entities. Again, the mobile telecommunications networks in Ghana are hit with frequent service challenges and customers continue to raise concerns about the service delivery by these companies [ 3 ]. [ 4 ] blamed this on a lack of knowledge of how service companies can use their service innovations to drive customer satisfaction and loyalty. This study seeks to provide knowledge on service innovation in the service industry by examining the effect of service innovations on the loyalty of mobile subscribers in Ghana.

Innovation is generally described as a catalyst for businesses to keep pace with market changes and drive customer satisfaction, loyalty and performance [ 5 ]. The literature explains that in an agile global marketplace where consumers seek better value, innovation is essential for customer satisfaction and loyalty [ 6 ]. Scholars in the area of innovation have further mentioned that businesses can use innovations strategically to compete in local and global markets [ 7 ]. [ 7 ] explained that innovation allows firms to refocus and adapt their orientations to the changing market trends and dynamics and also provides superior customer value which leads to higher firm performance. Even far back from the time of Schumpeterian [ 8 ], innovation is acknowledged as a great contributor to value creation, giving businesses a competitive advantage.

One important strand of innovation in service innovation. Service innovation involves change or renewal in the service offering, service delivery procedures and processes that are either new to the company and/or to its customers [ 9 ]. It also means improving, expanding or adding new features and service portfolios or and/or improving existing services and processes [ 5 ]. In a competitive service environment, service innovation is one of the strategic routes for companies to survive and enhance their growth. This is because the practise of service innovation introduces new services and processes that cater to shifting preferences, tastes, and choices.

Scholars have, therefore, explained that service innovation support businesses to develop new or improve services as well as the delivery processes e.g., [ 10 ]. Innovative service organisations can launch new and improved services efficiently, at a lower cost and meets the needs of customers. For many years, some scholars [ 11 ] have pointed out that the ultimate goal of service organisations has been to get new customers and also to maintain existing ones. The key to customer loyalty is the ability of the firm to provide products tailored to meet the needs of its customers [ 9 ]. This is to say that service innovation creates customer loyalty, hence low marketing costs [ 11 ], and favourable word-of-mouth recommendations [ 12 ].

In Sub-Saharan African countries including Ghana, intense competition in the telecommunication industry have pushed telecommunication firms to build robust innovative service offering [ 13 ]. Recently, Airtel Ghana and Tigo Ghana merged to boost their service delivery and innovative capacity. In Ghana, the companies in telecommunication industries including MTN, Vodafone, Airtel-Tigo and Glo continue to introduce innovations to increase customer satisfaction. Innovations such as; international roaming services, internet services, mobile money services, alert services, mobile banking services, utility payment services, teleconferencing facilities, and many others [ 14 ]. Innovations from telecom operators in Ghana are increasing astronomically. These innovations offer customers a variety of choices but the rate of changes in the industry is rendering existing innovations irrelevant [ 15 ]. The high competition means that telecommunication companies must constantly improve their innovative practices to increase customer satisfaction and loyalty to service offerings.

In the Ghanaian telecommunication industry, innovations such as mobile money services and utility payment services have become common. It has therefore become a common phenomenon that the rate of innovation in the telecommunication industry is outcompeted within the shortest period.

The rate of innovation in the telecommunication industry means that telcos must enhance their innovation practices to increase customer loyalty. [ 16 ] note that to keep customers loyal to a particular innovation, the items must carry the "promise" that a good or service possesses the right features, qualities and characteristics which make it special or unique to satisfy his/her need. The innovation can help address a problem or even delight the customer before it can drive customer loyalty. Given this, organizations must understand the influence of their innovation practices complemented by effective marketing programs that consumers can appreciate, trust and gain the needed satisfaction that will drive their loyalty to the brand.

This has necessitated the emphasis on innovation as the way forward for Ghanaian telecommunication industry firms to achieve increased customer loyalty. However, about 90 per cent of new products that are introduced into the market fail to achieve business objectives because the innovations do not meet the need of the customers [ 17 ]. Constant innovation practices are required for businesses to develop better offerings that stand the test of time and drive customer loyalty. To understand these issues from a Ghanaian perspective, the study uses the telecommunication industry in Ghana to assess innovation practices and how it leads to customer loyalty.

The literature on service innovation is dearth because scholars have perceived that innovation is a preserve and sole activity on manufacturing enterprises. As a result, some studies have recognized that the practice has not gained much attention within service business settings [ 18 ], as manufacturing continues to dominate innovation literature [ 19 ]. Quite profoundly, a taxonomical review of the extant literature by [ 19 ] revealed a paucity of studies on innovation while scholars have barely focused on innovation. There is a call by scholars, for a critical examination and extensive research into service innovation.

It appears that a considerable number of innovation studies are largely focused on the manufacturing sector [ 19 , 20 ]. The subject of innovation in the services sector, on the other hand, has received relatively limited attention in academic spheres [ 19 , 21 ]. The few available studies on service have not given the needed attention to the telecommunication industry [ 22 ]—‘post office’; [ 23 ]–‘banking’; [ 24 ]- safety industry.

However, given the tremendous contributions of the services sector to the world’s Gross Domestic Product (GDP) and the economic activities of most countries [ 7 ], there is a need to examine the state of innovations in the telecommunication service industry, and its impact on customer loyalty from a scholarly standpoint.

In this fiercely competitive mobile telecommunication market [ 25 ], several service innovation practices such as mobile money, and utility payment have been introduced [ 14 ]. Nevertheless, mobile telecommunications networks in Ghana continue to experience service deficiencies while subscribers continue to express their displeasure about the services offered by telecommunication companies [ 3 ]. [ 4 ] blamed this on a lack of knowledge of how service companies can use their service innovations to enhance customer satisfaction leading to customer loyalty. This lacuna is worrying considering the rate of innovation in the telecommunication industry [ 26 ]. It has become important for telecommunication firms to understand how they can leverage their service innovation practices to enhance customer loyalty [ 4 ]. Extant literature on innovation from Ghana [ 18 , 25 ], did not focus on customer loyalty.

Less is known about innovation in the service market especially the telecommunication sector due to the erroneous perception that innovation is a preserve of the manufacturing firm. This study has become very important because the service industry is becoming competitive and telecommunication companies cannot afford to experience customer turnover, hence the need for empirical knowledge for decision-making.

This study examined this gap by specifically, assessing the differences in innovation practices among telecommunication companies in Ghana, assessing customers’ perception of service innovative practices in the telecommunication industry and examining the effect of service innovation practices on the loyalty of mobile telecommunication subscribers in Ghana.

The remaining sections of the paper focus on materials and methods, results and discussion, conclusion and recommendation. The paper ends with future research directions.

Theoretical foundation

The disruptive innovation theory can be traced to [ 27 ] who suggested that disruptive innovation is associated with the capability of a person or an entity to destroy and cause changes in an existing value and standards in an industry or environment. [ 27 ] further noted that the destruction results in drastic modifications and changes in the industry resulting in the development of innovations. Further to the position by [ 27 ], other scholars such as [ 28 ] have contributed to the development and popularization of the theory. For example, [ 28 ] attributed disruptive innovation to technologies and explained the concept as a source of value differentiation and superior value. Another view was espoused by [ 29 ] who said that the changes that emerge from disruption often have an attribute that focuses on a particular niche market.

The telecommunication industry is very competitive, thus forcing operators to constantly improve their existing innovations. In relating the disruptive innovation theory to this study, the researchers argue that service operators must improve on existing services to retain their existing customers. While service providers need to develop new service offers, they also think of looking at ways to improve the existing ones to target a new market. It is a characteristic of the Ghanaian industry where industry operators are constantly improving their existing service innovation. These innovations are served unserved (niche) markets ignored or unexplored.

Literature review

Service innovation.

The literature on service innovation is yet to achieve a consensus on the conceptualization of the concept of “service innovation” despite assuming significance in organizational performance literature [ 9 , 30 ]. Scholars and practitioners continue to debate and explore the concept and its application since it is considered a significant driver of socioeconomic growth and development [ 31 ]. According to [ 32 ] service innovation can be considered from three main domains which include first, “the development of a service or product which is new to the supplier, something which is not available to the firm’s clientele, resulting from add-ons to or modifications in the service concept and encompassing ideas, practices or objects, which are new to the organization and the relevant environment”. This means that the conceptualization of service innovation must include a degree of change or renewal in the service product, processes, and procedures. This change may either be something new known to the customer and/or the company.

Service innovation exhibits some special characteristics which make innovation in the service industry different from innovations in the manufacturing industry [ 33 ]. The view by [ 33 ] supports the assertion by others to conclude that innovation does not apply to service firms. Other scholars such as [ 32 ], noted that innovation in services may be considered from the following dimension. First, within services innovation, the difference between product and innovation is beginning to slim because innovations in service and product usually overlap. For instance, a new service normally goes jointly with a new distribution pattern, client interaction, and quality control mechanism.

Second, service innovations can also be examined from the degree of novelty perspective, which may be a gradual or small change to a large or radical medication. Most importantly, radical innovation results in large developmental innovations which occur in a well-organised system and environment. On the other hand, incremental innovations are mostly small and occur in a less formalised environment. Incremental are mostly of lower novelty and the degree is common they typically entail small modifications in organisational procedures and processes, are easier to develop, and have a lower risk and cost.

Innovation must result in newness in the new concept of services already employed elsewhere, a new market or both [ 34 ]. Additionally, a mixture of significant and insignificant modifications or adaption of existing services is also expected [ 35 ]. The literature (see [ 32 ]) explains that service innovation, being new, novel, incremental or radical must support organizations to develop cheaper, faster, and higher quality services. This makes service innovation a source of business performance [ 36 ].

Service innovation practices of the telecommunication service organization

The Ghanaian mobile telecommunication landscape is principally driven by private companies. Currently, the industry has four operators namely MTN, Airtel-Tigo, Vodafone, and Glo, and recently Surfline whose license only allows the company to strictly provide data services for domestic and industrial purposes on the 4G platform. Until recently, the main services of mobile telecommunication companies were cellular and data services to customers. However, the disruption in the industry caused by intention competition has compelled the service providers to improve and bring newness to their service features, processes and technologies such as mobile voice SMS, mobile money services, audio conference; and directories. They also explore opportunities to develop new service innovations through new offerings, designs and service delivery processes. Indeed, telecommunication companies who have a first-mover advantage with their innovation enjoy.

Customer loyalty

The concept of customer loyalty has been defined from various perspectives but the central idea is that loyalty is about sustainability and long-term relationship. Customer sustainability and a long-term relationship between a firm and a customer are important aims of every firm that wants to survive and grow in the 21 st -century telecommunication industry. Customer loyalty, according to [ 37 ] also defined customer loyalty as a customer’s level of commitment to continue purchasing a particular service brand regardless of other influences from market competitors to switch behaviour. It is also a sustained satisfaction tied customers’ emotional attachment to a brand that emerges out of the customers’ willingness to maintain the relationship [ 38 ].

[ 39 ] explained that customer loyalty represents a customer’s attitude to purchase and repurchase services or products, recommend to others and resist other competition brands. When these attitudinal elements are not properly controlled or checked, there is a tendency for the organization to lose such customers to other brands that offer better alternatives. The justification is that organizations that can make their customers loyal derive several attitudinal and behavioural benefits. Loyal customers provide strong positive word-of-mouth and references to other potential customers. These loyal customers create positive business referrals and even serve on advisory committees of the firms. Loyal customers also represent a “fantastic marketing force” which has been considered the best available advertising tool for companies. In this research, the constructs for customer loyalty include recommendations and referrals.

The phenomenon where companies are constantly innovating, coupled with technological development has made mobile phone operators deliver new kinds of services to conventional voice services. Other service concepts, processes and technologies offered by some telecommunication companies in include post and pre-paid services in internet and call services. For example, MTN offers innovation in mobile services which allow mobile users to track their vehicles, do audio calls, roam and mobile money services. The companies have also enabled technologies that allow mobile users to connect instantly through video conferencing, multimedia messaging services, short messaging system (SMS), location-based service TV and radio broadcast and data transmission and internet connection services (GPRS), and video conferencing through fast internet Mobile Broadband.

Service innovation practices and customer loyalty

The literature from the Global System for Mobile (GSM) Communication Association identified a list of indicators that measures the loyalty of mobile money subscribers. These indicators included network access, service access and service integrity [ 40 ].

Empirical evidence by [ 23 ], investigated the influence of service innovations on how service delivery influences the loyalty of customers in the banking industry of Ghana. The study found that innovations in the service activities of commercial banks significantly influence the loyalty of customers in commercial banks in Ghana. In the hospitality industry, [ 41 ] concluded that differentiation, among brand innovativeness, predicts better loyalty.

In [ 9 ], it was established that B2B services-focused firms are less sophisticated in their innovation practices compared to B2B products-focused firms. Again, B2B service firms focused-on innovations that are less explicit. They have fewer innovation expectations and prefer more incremental innovation, spending less time taking their innovation to market. The study further affirmed that the majority of B2B firms practice a hybridized service-product offering to customers meaning that most B2B firms provide both service and product orientation innovations to their customers. This finding is not different from what was identified in the safety industry of the business market. [ 24 ] result indicates that service innovation in the form of technology-oriented and co-creation-oriented innovation influence business customer loyalty and performance.

[ 42 ] investigated how innovations and customer experiences affect organizational reputation and loyalty of customers. Evidence from the findings suggests that innovation reflects organizations’ positive image. The study also found a significant link between the reputation of the firm and customer loyalty. Similarly, [ 43 ] investigated the effect of service innovation on customer retention in the Abokobi-Madina locality and revealed that innovation practices such as mobile money service by mobile telecommunication firms had a significant positive effect on customer loyalty.

Methodology

Research design.

Based on the deductive approach and objectives of the study, this study adopted the survey research design to examine the relationship between the influence of service innovation practices on the loyalty of mobile subscribers in Ghana. The researchers tend to generalize the findings to the entire population which makes the design appropriate [ 44 ]. Survey design is consistent with research purposes that seek to use a large sample from a given population in an efficient approach [ 44 ]. A survey design was employed to provide an efficient, precise causal perspective on the issues to generalise the findings.

This study employed an explanatory research approach [ 45 ]. This was on the basis that [ 12 ] noted that an explanatory design allows researchers to perform a causal assessment of two distinct variables such as dependent and independent variables. The explanation approach was considered appropriate because it best fits the aim of this study which sought to investigate the influence of some service innovation practices and their influence on customers. The literature is vast on service innovations. Measures of these constructs have been vastly explained so this study only seeks to employ these variables and apply them to a different context. Another justification for choosing explanatory is that it provides a comprehensive causal assessment of a phenomenon [ 12 ].

The target population includes active subscribers of the leading mobile telecommunication companies in Ghana in terms of active customer base. The inclusion criteria for the population is that a respondent must have registered on at least one recognized telecommunication company in Ghana. A potential respondent must have an active mobile service number with either MTN, AIRTEL-TIGO, or VODAFONE telecommunication service providers. One main justification for choosing these three companies is that, according to the National Communication Authority’s report, these three companies have the largest number of mobile subscribers based in Ghana. First, MTN has the largest subscriber base of 14,207,778 (MTN). MTN is followed by Vodafone 7,159,556 and Airtel-Tigo 7,264,078 (NCA, 2015). Consequently, these three companies have a total of 28,631,412 mobile subscribers in Ghana and the researchers consider this number as the population.

Sampling procedure

There is no readily available sample frame of active mobile subscribers in the Cape Coast Metropolis, Ghana. Thus, a non-probability convenient sampling technique was employed by the researchers to target and select active mobile subscribers. These subscribers include subscribers of the top three leading mobile telecommunication in Ghana who has been using their network for the past twenty-four months and is resident of Cape Coast Metropolis.

One reason for convenience sampling is that it will allow targeting of subscribers who are willing and available to participate in the study, and also easy to access in terms of geographical proximity of the respondents [ 46 ]. Two years of a subscription is used in the sampling procedure because it allows subscribers to have an opportunity to experience any innovations by their service provider. In terms of sample size, a sample of two hundred and fifty active mobile subscribers will be targeted during the data collection stage. The justification for using a sample of 250 is based on the recommendation of [ 47 ] who indicated that a sample of more than a hundred is a fair representation of a quantitative survey study. Another reason for choosing a sample of 250 is based on the convenience sampling technique which allows targeting of the relevance of respondents to provide relevant information relating to the issue under investigation.

Instrument data collection procedures

Questionnaire became the sole data collection instrument. A primary reason is its ability to ensure maximum reliability and also provide responses that are more primary, factual and valid, especially from a larger sample [ 48 ]. It has been criticised for limitation in generating other “relevant” information that may not expressly be asked by the researchers. This drawback was checked in the current study by ensuring content validity.

All variables were measured on a five-point Likert scale ranging from 5 (strongly agree) to 1 (least agree) for research questions one and three. The scale for research question two ranges from 5 meaning very impactful to 1 meaning unimpactful.

This study employed the conceptualization of [ 49 ] who said that data collection is an “exact, systematic gathering of data significant to the research purpose”. Consequently, this study employed a quantitative survey approach to gathering quantitative responses from the respondents. An online google form was used to distribute the instruments. The initiative link was shared on the social media platform of the researchers where respondents were asked to participate voluntarily. The responses were automatically generated from the online platform and analyzed.

Data processing and analysis

The responses generated were subjected to preliminary statistical procedures using IBM Statistical Package for Social Sciences (SPSS) version 21 where the data were coded, entered into the software and edited. The profile of the respondents was analyzed using descriptive statistics: frequencies and percentages. Objective one and two were analyzed using a descriptive-analytical framework using a histogram. Objective three was analyzed using a regression analytical approach to examine the relationship between service innovations (new service concepts, service processes and technologies) and customer loyalty.

Ethical consideration

Both procedural ethics and ethics in practice were adhered to by the researchers. The necessary authorisations were received before data collection was conducted. Respondents’ consent was sought before their opinions were collected on the items of investigation. The introductory page of the data collection instrument expressly made provision for the respondent to decline or accept the continuation of the process. Additionally, respondents’ confidentiality and anonymity were assured before data collection began. The items of the study were carefully constructed to ensure that no psychological harm would be suffered by the respondents. Clearance was obtained from the College of Distance Education, University of Cape Coast.

Validity and reliability

After the descriptive analysis of the profile, measurement items, and variables, the 206 final responses were tested for their validity and reliability to ensure that the variables under consideration give accurate meaning to what is expected to measure [ 50 ]. First, the reliability test was done using Cronbach alpha criteria [ 51 ]. This is consistent with the view of [ 52 ], that, validity and reliability are very important steps in research studies. Twenty measurement items were assessed based on the four variables used in this study. Table 4 therefore, presents the composite result of the validity and reliability tests. The result from Table 1 shows the reliability indicator above the satisfactory level greater than 70% as recommended by [ 51 ]. The alpha values for the four variables range from .840 to .935 confirming [ 51 ].

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https://doi.org/10.1371/journal.pone.0282588.t001

Table 1 presents the validity and reliability of the test result.

The data dimension analysis also resulted in dropping one measurement item from the original seventeen questions. One out of 20 questions 16 loaded very well between .699 to .818. This category is above the 0.5 threshold and this confirms the validity of the study variables/data. The remaining 16 scales show all four variables were considered internally consistent and reliable for the study.

Data analysis

This section shows the analysis of the study variables concerning the study’s objectives. First, a profile of respondents and a descriptive analysis of variables are presented. Table 2 shows the respondents’ profiles.

https://doi.org/10.1371/journal.pone.0282588.t002

The researchers also examined the descriptive statistics of the measurement questions which are used to collect the data. The reason for this analysis is to first, check the normality of the distribution of the data and describe how each of the specific questions is closer to the overall average of the measurement questions. Table 3 provides a descriptive analysis of 16 items of service innovations and customer loyalty.

https://doi.org/10.1371/journal.pone.0282588.t003

In Table 2 , the item with the highest mean value was “provider is always the first on the market with the latest technology” M = 4.10, SD = 1.01. Whilst, the item “is noticeably different in concept & design, compared to preceding services” recorded the least mean value: M = 3.18, SD = 1.05.

The first objective of this study assessed the perception of respondents about the differences in innovation practices of telecommunication companies in Ghana. Fig 1 shows the pictorial summary of customers’ perception of differences in innovation practices among MTN, Airtel-Tigo and Vodafone networks. The figure used mean values of the three main strands of innovations which were measured using a scale of 1 to 5.

Source: Field Survey (2021).

https://doi.org/10.1371/journal.pone.0282588.g001

The result in Fig 1 shows that respondents perceive MTN as better in terms of innovations in service concepts (Mean = 3.81) compared with Airtel-Tigo (Mean = 3.43) and Vodafone (Mean = 3.59). This means that MTN is better than Airtel-Tigo and Vodafone in terms of developing new and innovative services such as SME and internet packages, service options and service designs, and experiences compared with competing brands. On the other hand, Vodafone is more innovative in terms of developing new services for customers than Airtel-Tigo.

In terms of innovations in new processes, the study found that MTN is more innovative (Mean = 3.83) compared to Airtel-Tigo (Mean = 3.51) and Vodafone (Mean = 3.49). This means that MTN is more innovative in terms of developing new automated service options, and innovative interactive media, and provides innovative mobile shops and quick call centre support for subscribers. In this regard, Airtel-Tigo is more innovative than Vodafone.

Thirdly, the result shows that in terms of the innovative technologies in the delivery of mobile telecommunication services, Vodafone is more innovative in technologies (Mean = 3.89) compared to MTN (Mean = 3.67) and Airtel-Tigo (3.37) networks. This means that Vodafone is more innovative in terms of developing innovative technology applications, and service features to deliver service and serve customers. In technology innovation, MTN is more innovative than compared to Airtel Tigo.

In summary, the descriptive statistics on the consumer perception of service innovations of three active mobile networks in Ghana show that MTN is more innovative in terms of innovativeness in new service concepts and service processes. In terms of new service technologies, Vodafone is more innovative than MTN and Airtel-Tigo.

The next section assesses the perception of the service innovation practices and whether their implementation impacts the users of the mobile networks.

The second objective of this study assessed the perception of respondents about service innovation practices in the telecommunication industry. Fig 2 shows the pictorial summary of customers’ perceptions the service’s innovative practices.

https://doi.org/10.1371/journal.pone.0282588.g002

The result as in Fig 2 showed that the majority of the mobile subscribers perceive that service innovations by the telecommunication companies in Ghana have an impact.

From the data, a total of 154(74.7%) respondents perceive service innovation practices by the three telecommunication companies are “very impactful”. This is followed by a total of 34(16.5%) who perceive service innovation practices by the three companies as “impactful”. The study results further show that 9 (4.3%) and 5(2.4) of the respondents perceive that service innovation practices were “unimpactful” and “very unimpactful” respectively. The effect of this result relative to study objective two is that 188(91.2%) of the respondents perceive that service innovation practices by telecommunication companies in Ghana are impactful. Fig 2 presents the pictorial evidence of the result.

Objective three of the research investigated the influence of service innovation practices and customer loyalty of the three telecommunication companies in Ghana. It is recalled from the validity and reliability data analysis that, fifteen measurement items were confirmed and transformed into four variables. Three of the variables namely new service processes (NSP), new service concept (NSC) and new technology system (NTS) are independent variables. The dependent variable is customer loyalty (CL). Tables 4 – 6 present the result from the regression analysis of research objective three. First, Table 4 shows the effect of a change in customer loyalty due to a unit change in the overall service innovation. Skewness was assessed which shows the normality, thus confirming suitability for regression. Also, the study leverages the central limit theorem based on the large sample size to conclude that the data is normally distributed.

https://doi.org/10.1371/journal.pone.0282588.t004

https://doi.org/10.1371/journal.pone.0282588.t005

https://doi.org/10.1371/journal.pone.0282588.t006

The result in Table 4 shows a 98.3 percent variation between overall service innovation practices and customer loyalty as explained by the adjusted R-Squared. This statistic means that a unit change in service innovation by telecommunication has the likelihood to change customer loyalty by 98.3 percent. This finding is important because it shows that service innovations are important and can influence customer loyalty. Table 5 shows the level of significance between service innovation practices and customer loyalty.

Table 5 shows the Analysis of the Variance between service innovation practices and customer loyalty. The statistics in Table 6 show the level of significance between employee orientation and productivity. Analysis of the result shows a significant positive effect of service innovation practices on customer loyalty ( F = 3916, p < 0.05). The result implies that in a cumulated sense, service innovation leads to customer loyalty. These findings are important because it confirms that service innovation practices of telecommunication companies significantly impact customer loyalty. The next section of the analysis presents the extent to which each of the service innovation practices impact customer loyalty. The result is presented in Table 6 .

Table 6 present the hierarchical coefficient result which shows how each of the service innovation orientations influences customer loyalty. The table also shows the magnitude of the significance between each of the three strands of innovation and customer loyalty. The research proposed that innovations in new service concepts (H 1 ), new service processes (H 2 ), and new technology systems (H 3 ) significantly influence customer loyalty. The results confirm three hypotheses (H 1 ; H 2 ; H 3 ). Confirming the hypotheses, the result means that innovations in new service concepts (H 1 : β = .295; p-value = *** < 0 . 05 ), new service processes (H 2 : β = .325; p-value = *** < . 05 ), and new technology systems (H 3 : β = .159; p-value = . 014 < . 05) significantly and positively influence the loyalty of mobile subscribers. This means that introduction of innovative new service processes, new technology systems and new service concepts significantly influence the loyalty of subscribers of the three mobile networks.

The result also shows that among the three service innovation practices new technologies and innovations from the telecommunication companies (H 3 : β = .815) has the strongest influence on customer loyalty. The statistics mean that when telecommunication companies change technological innovation (improve or reduce) by one unit, subscribers’ loyalty could also change (improve or reduce) by 81.5 percent. This is followed by new service innovations (H 1 : β = .269) and new service concepts (H 3 : β = .025).

This section of this research chapter provides a discussion of the finding. The analyses relate the findings to the empirical literature. Again, the discussion is presented based on the three main objectives of the research.

This current research revealed that among the three mobile networks that were used for this study, they all undertake some service innovations. These innovations are principally found in the innovation spheres of introducing new service concepts, new service processes and new technology systems. Among these three strands of innovations, MTN is more innovative in developing new service concepts and new processes. The researchers perceive that the reason may be due to the high patronage of MTN and the public perception that MTN is the leader in the telecommunication industry. The study also found that Vodafone is more innovative in introducing new systems to deliver a service delivery framework. This result corroborates previous evidence by [ 33 , 35 ] who posited that innovation practices differ from firm to firm and from industry to industry.

The second objective assessed the perception of service innovation practices by three telecommunication companies that were used in this study. The result shows that the majority of respondents perceive service innovation by the three telecommunication companies as impactful. The researchers believe that the responses resonate with the high-level acceptability of some of the innovations that the telecommunication operators have introduced such as Mobile money services. This is similar to previous evidence in the literature that found evidence that innovation emerging from complete or partial changes and modifications in processes, output and structure could lead to impactful outcomes [ 23 ]. The findings also corroborate the work of [ 37 , 39 ] who posited that different innovations may produce a different level of impact depending on the value of such innovations to the consumers and how the innovations are delivered to the final consumer.

The third objective investigated the influence of service innovation practices on customer loyalty. The study found that a change in innovation practices could influence loyalty by 98.3 percent. Again, the study confirmed that service innovation practices influence the loyalty of mobile subscribers. Analysis of the data shows a significant positive effect of service innovation practices on customer loyalty. The result implies that innovation in the service industry drives customer loyalty, which lends empirical credence to [ 53 ] who found that effective and innovative service delivery could entice consumers to be loyal.

The study also found that new technologies and innovations in the service delivery framework have the strongest influence on customer loyalty followed by new service innovations and new service concepts.

First, in terms of new service concepts, the result suggests that developing new service packages such as SME and internet services, and providing innovative service options, designs, and experiences which are better than competing brands could influence customer loyalty. Second, in terms of new service processes, the result suggests that developing innovative automated service delivery options, creating innovative interactive media for customers, innovative mobile shops and quick call centre support motivate mobile subscribers to remain loyal to the brand. Third, in terms of new technologies, the result suggests that developing innovative technology applications, designs and service features to deliver and serve customers entices them to remain loyal to a mobile service provider.

The result confirms previous studies such as [ 9 , 54 ] who found that service innovations lead to a better service delivery system that drives customer loyalty. The findings are also similar to [ 23 ] who found that service innovations drive customer loyalty. Thus, the findings from this study have confirmed that constant innovations that lead to new products, idea and service features could lead to customer repurchase intention which further collaborates with evidence by [ 42 , 43 ].

The following conclusions have been drawn based on the objectives and findings from this investigation. These fill the research gaps identified earlier. First, the study concludes that MTN, Vodafone and Airtel Tigo telecommunication brands in Ghana undertake service innovations. These innovation strands include developing new service concepts, new service process systems and new service technologies aimed at driving customer loyalty. However, MTN is more innovative than Vodafone and Airtel-Tigo in terms of developing new service concepts and processes while Vodafone is more innovative than MTN and Airtel-Tigo in terms of developing innovative technologies for customers.

Mobile subscribers of MTN, Vodafone and Airtel Tigo perceive that the service innovation practices by the three companies are very impactful and they significantly influence their loyalty. Consequently, a change in service innovations could predict a 98.3 percent change in the loyalty of mobile subscribers. Innovative service concepts, innovative processes and technologies all influence loyalty of mobile subscribers. However, technological innovations in the service delivery processes have the most influence on subscribers’ loyalty followed by innovative service processes and service concepts. The high predictive power of service innovation practices on loyalty correlates with the foundational premise of destructive innovation theory. The theory makes meaning in the telecommunication service industry.

Recommendations

Several managerial implications can be drawn from the findings. These practical implications are relevant to managing the service innovation strands to achieve maximum customer loyalty which will also influence the performance of the company. From the research findings, it came to fore that service innovations can improve customer loyalty when consumers perceive their innovations as impactful. This means that telecommunication companies must develop innovative service technologies, products and processes to deliver superior services to customers.

By implication, the management of MTN, Vodafone and Airtel-Tigo in collaboration with their R&D and Marketing departments must invest financial and cognitive resources to develop innovative technologies, processes and services to address the service convenience, efficiency and effectiveness needs of customers. The investment should focus on market and consumer research, and also increase their interaction with customers. The outcome of such investment should produce innovation that will put the brand on top of the consumers’ minds.

Furthermore, the findings also suggested differences in the impact of innovations on customer loyalty. Therefore, investment in the new service process, new service concept and new technological systems should be properly focused and planned to derive the maximum return. Given this, telecommunication companies surveyed in this study should consider the multi-dimensional impact of various innovations that customers will consider more impactful. Findings from this study suggested that innovations in service technologies such as developing innovative applications, designs and service features and equipment can provide more significant benefits in terms of driving customer loyalty.

This study has made some modest contributions to the literature on innovations in the telecommunication industry. Thus, this study has contributed to closing the gap in the limited literature on innovation which is mostly concentrated in the manufacturing sector. The study has synthesized the literature in the field of innovation to provide empirical knowledge on the impact of service innovation on customer loyalty in the service sector. This empirical knowledge provides researchers, policymakers and practitioners with empirical grounds that service innovation boosts customer loyalty.

Future research directions

This research has some limitations which provide an avenue for future research direction. First, the investigation focused on the three mobile telecommunication companies in Ghana. Future investigations may consider other service providers in the service industry such as the insurance and banking institutions and make comparisons to provide a broader perspective on the issue. Based on the design that was employed, the study was unable to explore other strands of service innovation that could influence customer loyalty. An exploratory study is recommended to explore other possible strands of innovation. Additionally, no mediation or moderating effect was tested. Future studies may consider such an analysis.

Acknowledgments

We appreciate all the respondents for participating in this study.

Credit authorship contribution statement

The first author initiated the study with the research idea. The remaining parts of the study were contributed by all the authors.

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Service innovation framework

John Timmerman

The purpose of this study is to identify critical success factors and important approaches that service companies can utilize in the design of products, services, and programs. It is common for service companies to have design teams that are responsible for facilitating the innovation process. However, these design teams might not benefit from a systematic training and knowledge transfer process. Therefore, it is important to translate critical success factors and important approaches into a model that will serve as a common framework for both training and facilitating the innovation process. Both qualitative and quantitative research approaches were utilized in this study that included interviews, literature searches, and an e-mail survey. The research process commenced by interviewing a diverse group of organizations to identify challenges and key factors for implementing innovation. The second step of the study was comprised of a literature search to further explore the themes and approaches identified through the interview process. The final phase of the research process involved an e-mail survey that was administered to active senior and fellow members of the American Society for Quality (ASQ) to quantify the findings from the qualitative research to include the key themes and approaches. The findings from the both the qualitative and quantitative findings suggest that innovation principles, methods, and tools have a broad application for service organizations in the design of products, services, and programs. Although there was directional alignment between service organizations and all other industries, certain approaches might be more important for service organizations. The service dominant key findings were used to construct a framework comprised of design phases, design processes, analytical and ideation methods, critical success factors, and environmental factors.

Library of Congress Subject Headings

Service industries--Technological innovations--Management; Quality assurance--Management

Publication Date

Document type, department, program, or center.

Hospitality and Tourism Management (CAST)

Jacobs, James

Note: imported from RIT’s Digital Media Library running on DSpace to RIT Scholar Works. Physical copy available through RIT's The Wallace Library at: HD9980.5 .T46 2010

Recommended Citation

Timmerman, John, "Service innovation framework" (2010). Thesis. Rochester Institute of Technology. Accessed from https://repository.rit.edu/theses/369

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Please note you do not have access to teaching notes, service innovation in the hotel industry: the dynamic capabilities view.

Journal of Enterprising Communities: People and Places in the Global Economy

ISSN : 1750-6204

Article publication date: 9 April 2021

Issue publication date: 1 August 2022

Consistent with the dynamic capabilities view tenets, this paper aims to conceptualize a theoretical framework of service innovation in the hotel industry.

Design/methodology/approach

This study uses a qualitative method with a content analysis approach. The data were collected using a snowball sampling method and semi-structured interviews with 14 experts in Tehran's hotel industry.

The findings demonstrate that the most significant factors are using the new technology, keeping up with it, training human labor, being up-to-date and adopting new infrastructures. Results also reveal that improper management and lack of knowledge are the most critical factors behind service innovation failure in the hotel industry. Regarding the infrastructures needed to develop service innovation in the hotel industry, the results show that adopting the newest technology in diverse aspects, human infrastructure, the capital and appropriate space and place are the key factors.

Originality/value

This paper contributes to the literature by linking the service innovation perspective to the dynamic capabilities view. It explains how hotels can enhance service innovation to gain a competitive advantage. Therefore, both academicians and hoteliers can develop action plans by selecting and managing the service innovation process.

Service innovation
Hotel industry
Dynamic capabilities view

Ziyae, B. , Sadeghi, H. and Golmohammadi, M. (2022), "Service innovation in the hotel industry: the dynamic capabilities view", Journal of Enterprising Communities: People and Places in the Global Economy , Vol. 16 No. 4, pp. 582-602. https://doi.org/10.1108/JEC-12-2020-0205

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How virtual work is accelerating innovation

Despite the upheaval caused by the COVID-19 pandemic—and partly because of it—innovation and digitization have been happening at a record-breaking pace. A McKinsey survey of top executives around the world found that companies accelerated their digitization of customer, supply chain, and internal operations by an average of three years.

Indeed, over the past two years, countries around the world have set records for new business formation, new patents issued, venture capital invested, and more. The US Census Bureau’s seasonally adjusted business formation statistics data show that through 2021, a record 5.38 million applications had been filed to form new businesses—an increase of more than 50 percent over prepandemic 2019. 1 “Business Formation Statistics, April 2022,” US Census Bureau, May 11, 2022. The brisk pace meant there were roughly 409,000 more US filings in 2021 than at the same point in prepandemic 2019. The World Intellectual Property Indicators also showed that aggregate global filing activity across 150 authorities grew in 2020, even amid the global health crisis. 2 World Intellectual Property Indicators 2021 , WIPO, 2021. Venture capital flows have also boomed: in 2021, global venture capital more than doubled from 2020, rising 111 percent. 3 Jordan Major, “Global VC funding hit a record $621 billion in 2021, a 111% increase YoY,” Finbold.com (Finance in Bold), January 13, 2022.

About the authors

This article is a collaborative effort by Federico Berruti , Gisele Ho, Phil Kirschner , Alex Morris, Sophie Norman, and Erik Roth , representing views from McKinsey’s Operations, Digital, Growth & Innovation, and Real Estate practices.

What’s striking about these dramatic advances is that they largely entailed people collaborating remotely, leveraging technology in different ways, and being bolder with innovation, automation, and digitization than ever before. For decades, physical proximity has been considered essential to successful innovation. In an influential 1977 book, management professor Thomas Allen described a strong negative correlation between physical distance and frequency of communication, finding that people are four times as likely to regularly talk with someone six feet away from them as with someone 60 feet away, and people almost never communicate with colleagues on separate floors or in separate buildings. 4 Thomas J. Allen, Managing the Flow of Technology , Cambridge, MA: MIT Press, 1977.

This proximity mantra guided everything from office layouts to urban planning. Cities such as Boston (with many counterparts around the world) have tried to fuel innovation by establishing districts where academia, research organizations, start-ups, and investors work side by side in purpose-designed “innovation ecosystems.” 5 Carmelina Bevilacqua et al., Place-based innovation ecosystems: Boston-Cambridge innovation districts (USA) , Joint Research Centre, 2019. Locating problem solvers together to encourage creative collisions of ideas, experimentation, and informal collaboration is also core to one of McKinsey’s original eight essentials of innovation .

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While the pandemic-related measures have thwarted the engineered serendipity designed into physical work spaces, making watercooler conversations and impromptu problem-solving interactions difficult to replicate virtually, it has led to a broad embrace of videoconferencing and virtual collaboration tools. Organizational network and collaboration analytics have also enabled innovative companies to help employees build and sustain the ties necessary to generate new ideas. As a result, organizations have, in the words of author Steven Johnson, “widened the pool of minds that could come up with and share good ideas” 6 Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation , New York, NY: Riverhead Books, 2010. —a vital ingredient for innovation. By connecting people into broader virtual networks, the pandemic has increased the collective speed and creativity of innovation efforts.

It’s likely that flexible work and workplaces are here to stay, especially for organizations seeking to maintain or accelerate this elevated pace of innovation. More than half of corporate and government employees say they would like to work from home at least three days per week, and the number is even higher for innovation talent, such as programmers. 7 “For programmers, remote working is becoming the norm,” Economist , August 11, 2021. Location flexibility has become a de facto expectation for the latter group. Rather than seeing this as an obstacle, organizations seeking to innovate are doubling down on the benefits that new approaches to innovation present.

Diversity and inclusion

Innovators recognize that increased diversity and greater inclusion, both within teams and at the leadership level, produce more and better innovation results. A recent McKinsey study found that more ethnically and racially diverse companies outperform their less-diverse peers by 36 percent when it comes to financial targets. As a result, innovators are tapping virtual work to attract more specialized and diverse talent and are building more inclusive workforces. One recently launched start-up that rapidly achieved unicorn status shifted to a virtual-first model, recognizing that the specific innovation talent its business required wasn’t available in any single major city.

Productivity

Innovators have also recognized that virtual teams, especially when managed effectively, can avoid unnecessary distractions, experience more effective and uninterrupted workflow, and achieve productivity gains. In a 2021 study, 83 percent of employees working remotely agreed that their homes enabled them to work productively—a higher proportion than the average office (64 percent) and even outstanding workplaces (78 percent). 8 “Workplace 2021: Appraising future-readiness,” Leesman, 2021. One innovative technology company recently started “time zone stacking,” the practice of strategically structuring virtual teams to positively leverage time differences and further accelerate innovation efforts.

How CEOs can win the new service game

Customer-centricity.

Perhaps paradoxically, an adjustment made because of the COVID-19 pandemic has enabled many organizations to get physically closer to their customers, as hiring is no longer tethered to geographic location. One global payment platform, for example, launched a remote engineering hub during the pandemic, hiring engineers from a range of locations and cultures. One year into the initiative, the company reports feeling “closer to customers—because we literally are.” Similarly, a government agency now describes being more citizen-centric thanks to hiring employees who live and work across the country, not just in the capital city.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster. Getting closer to target communities is also easier than ever thanks to the proliferation of coworking sites and other “third places” to work and connect.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster.

The pandemic has made clear that lack of physical proximity need not hold back innovation—in fact, it can fuel it—but this is not a new phenomenon. Although it may come as a surprise to some, boldly innovating through remote collaboration has been a fixture in the scientific community for decades. In the 1980s, researchers adopted a way of working called the “collaboratory,” a virtual space where scientists interact with colleagues, share data and instruments, and collaborate without regard to physical location. Breakthroughs achieved through virtual collaboration include the Human Genome Project and the ATLAS project at CERN, which involved 1,800 particle physicists across 34 countries.

More recently, innovators outside the science sphere have embraced the approach. Cryptocurrencies and metaverse platforms were largely developed through decentralized collaboration involving people around the globe. Pandemic-related changes simply expanded on the model rapidly, notably in the record-breaking development of the COVID-19 vaccines and a slew of new company and product launches over the past 24 months.

If the age of assuming that innovation requires physical proximity is behind us, with innovative companies’ full embrace of virtual teams and the role of technology, what comes next? One executive who leads a 50-person innovation group as part of a 15,000-employee organization said, “The pandemic made us realize that we never needed a swanky and costly innovation studio to do our work. What we want is community.” His plans are to make virtual work permanent, with monthly or quarterly in-person gatherings to strengthen trust, friendship, and connection.

How many more innovators will adopt this approach? Will bringing together the best of remote practices and the best of in-person experiences accelerate innovation even further? Let’s start experimenting to find out.

Federico Berruti and Alex Morris are both partners in McKinsey’s Toronto office, where Gisele Ho is a senior manager; Phil Kirschner is a senior expert in the New York office, where Sophie Norman is a senior manager; and Erik Roth is a senior partner in the Stamford, Connecticut, office.

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City Innovation

Sergey Semyonovich Sobyanin

12,640,000 (2019)

Alexei Fursin

Improve service delivery

Simplify administrative procedures for firms and residents

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Focus on measurement

Human resource support

Spotlight on innovation in Moscow

The Integrated Medical Information and Analytical System (IMIAS) improves the quality of healthcare delivery in Moscow by centralizing the electronic medical records of Muscovites. IMIAS not only facilitates easy access to healthcare services online such as locating the nearest medical institutions, scheduling an appointment, or accessing medical e-records, but also reduces the administrative burden on medical personnel. By continuously updating non-sensitive data from patients in real time, the system provides the authorities with key performance metrics like the number of patients, waiting times, length of visits and estimated cost savings, which can be used to improve Moscow’s healthcare system.

Vision and approach to innovation capacity

Along with 50% of cities surveyed, Moscow does not have an explicit innovation strategy . Similar to more than half of cities surveyed, Moscow approaches innovation capacity both from a holistic/macro level, as well as in specific policy areas.

Policy areas that Moscow is focused on

Development of innovation infrastructure and innovative businesses : The Moscow Innovation Cluster is a platform for introducing innovations and developing cooperation between large corporations, industry, SMEs, educational and scientific organizations, development institutions and the city. The cluster IT platform unites the entire innovation ecosystem of Moscow and provides new and unique opportunities for interaction between its actors. The platform provides companies with tools to build cooperation chains and create projects that can gain direct access to all government support measures; tools to promote their products and services; tools to interact with authorities, development institutions and state corporations; opportunities for concluding deals by means of a smart contract system.

Human capital : The Profliner system allows to build individual educational and professional trajectories from school to professional implementation. Among the main features of the system are: identifying talents, providing access to modern tools for career guidance; development of individual recommendations in accordance with the list of relevant and promising professions in Moscow, the possibility of selecting additional education, conducting specialized events and internships; providing direct communication with the employer, as well as providing opportunities for students to prove themselves and participate in exclusive events from leading employers.

Moscow utilizes 10 different innovation skills or roles

Moscow has several organizations dedicated to innovation, including the Entrepreneurship and Innovation Development Department, IT Department, Moscow Agency of Innovation and Moscow Innovation Cluster.

Terms Moscow most associates with innovation

Moscow's most common innovation activities.

Taking risks or testing new ideas

Data-driven analytics/public data management

Engaging residents in new ways

Developing new solutions based on digital technologies

Organizational change within the municipality

Human-centered design

Rethinking your city’s approach to financing partnerships

How is innovation funded here?

Like 81% of cities surveyed, Moscow has dedicated funding to support innovation capacity.

Top sources of funding

Activities being funded.

Similar to 61% of participating cities in the 2020 survey, Moscow's funding for innovation capacity is also directed towards training staff and building capacity*.

*"Training staff and building capacity" is not an option in the 2018 survey, while "Launching or sustaining a project" is not an option in the 2020 survey.

How is innovation measured?

Moscow has developed partnerships to promote innovation capacity with other public agencies, private firms and city residents/resident associations.

To improve data use, the city has also developed data partnerships with the private sector, academia and think tanks, to collect and analyze data, as well as with other cities.

Data availability by policy area

Sufficient data.

Transport/Mobility

Economic Development

Policing and law enforcement

Government finance

Waste and sewage

Social welfare/social services

Social inclusion and equity

Labour market and skills

Built environment

Digital governance

Public works

Environment and climate change

No Response

Product Design Thesis Showcase

Posted in: Announcements

We are thrilled to extend to you a special invitation to Montclair State University’s highly anticipated Product Design Thesis Showcase! This event promises to be an inspiring celebration of creativity, innovation, and the culmination of months of hard work by our talented product design students. Whether you’re an industry professional seeking fresh talent, a design enthusiast looking for inspiration, or simply curious about the future of product design, this event is sure to captivate and inspire you featuring groundbreaking concepts, captivating presentations, and an engaging interactive Q&A session.

For nearly two decades, our renowned Product Design program has been dedicated to shaping the next generation of industry leaders. We take immense pride in our graduates’ achievements, with many securing coveted positions at over 80 major companies across the US and abroad, including prestigious names like Movado Group, Under Armour, Nike, and more.

Our program’s success is rooted in a robust curriculum that emphasizes Design Thinking and User-centered Design. We’ve forged valuable partnerships with leading industry organizations such as IDSA and esteemed companies like Revo, Helen of Troy, and Movado Group, offering our students unparalleled opportunities to engage with professionals in real-world settings. However, our students’ accomplishments extend far beyond the classroom. They’ve demonstrated their prowess by clinching top honors in national competitions, including 1st, 2nd, and 3rd place in the National Traffic Safety Design Competition and 2nd place in the Under Armour design competition. Moreover, their commitment to community projects is commendable, having contributed their talents to initiatives like designing habitat rooms for the Montclair Animal Shelter and building a playground for the Montclair YMCA.

We cordially invite you to witness firsthand the remarkable talent and dedication of our senior Product Design students. Your presence will undoubtedly enhance this celebration of creativity and innovation.

Product Design Senior Presentation
May 6, 2024, 6:00 pm
School of Communication and Media Presentation Hall

Introduction:

“ Moscow – Post-Soviet Developments and Challenges” [1]

John O’Loughlin* and Vladimir Kolossov **

* University of Colorado , Boulder

** Russian Academy of Sciences, Moscow

Russia has always been a highly centralized state, with the capital playing an exceptional economic, social, cultural and political role. Paradoxically, the post-Soviet economic transition not only did not reduce this primacy, but on the contrary, considerably strengthen Moscow ’s hypertrophy. During the 1990s, political events in the capital (attempted coups d’etat in 1991 and 1993, the struggle between ” reformers” and left-wingers) decided the destiny of all Russia , with most regions only observing with anxiety. Though its ratio of Russia ’s total population is just less than 6%, the city contains more than half of all banking activity, more than one-fifth of retail trade, and one-third of wholesale trade. Moscow has, to a large extent, monopolized the functions of a mediator between the country and the world economy and has become by far the most important national node of financial flows. Even if the August 1998 financial crisis contributed to a certain improvement of the balance between the capital and the provinces, Moscow remains the major “exporter” of Russia ’s primary exports (oil, gas, timber, gold, etc.) It is being transformed into a true global city (Gritsai 1996, 1997; Taylor 2000).

The average per capita income in Moscow is much higher than in any other of the 88 regions in Russia, and more than twice as high as the second-highest, St. Petersburg. Moscow provides an example of post-Communist economic restructuring to the whole country and now contains the most sizeable new middle class. The streetscape of the capital has considerably changed during the last decade. In its downtown, contemporary offices are mushrooming, and historical buildings look fresh after recent renovation by private investors; at night, Moscow ’s main avenues are brightly illuminated by shining shop windows and advertising by global companies, provoking sharp envy from residents of many other Russian cities, which remain dark and suffer from municipal debts and power shortages. Is Moscow really the dominant player in the Russian economy, determining the orientation and the rates of national restructuring? How stable is the Moscow ’s “miracle”? What is the reverse side of the coin, the inequities and polarization that has become apparent in the past decade? These questions are increasingly at the center of discussions among politicians and academic specialists.

The economic and social costs of Moscow ’s rapid changes since 1991 are already clear. Moscow has definitely became a demographic “black hole”: mortality has exceeded fertility for a decade, the city’s population is getting older and the decrease is compensated only by labor migration from most of the former Soviet republics, from other Russian regions, and even from some third world countries. Most migrants live in Moscow illegally. These processes worsen the qualitative composition of population, create tensions in the labor and housing mark ets, and can potentially lead to ethnic and religious conflicts (see Vendina’s article in this issue). Though the social territorial differentiation in Moscow has not yet reach ed the scale of U.S. or even West European cities, the growing social polarization has already seen the creation of “gated communities” and can condemn the great majority of Muscovites to live in neglected and forgotten housing ghettos. Moreover, this polarization process risks perpetuating social contrasts in creating multi-standard systems of education and health care – separately for the richer and the poorer strata of society.

Moscow city authorities must solve other aggravations. One of the most serious, requiring huge investments, is the housing problem, specifically the reconstruction of the physically obsolete and dilapidated part of the housing stock, four-story apartment blocs ( Khrushchoby ) built in the 1960s. Moreover, the city lacks empty spaces for new developments and, thus, it is necessary to demolish old residential and industrial buildings or to shift industrial plants in order to intensify land uses. Another urgent problem is rapid automobilization, related to the insufficient capacity of the roads’ network and of parking; constant traffic jams already render downtown Moscow inaccessible by car on workdays. (See the paper in this issue by Bityukova and Argenbright on the pollution effects of the growth in car ownership). Against this background, slow development of public transportation caused by inadequate investment seems to be especially pressing. The city government does not possess the financial means to build highways such as the Third Ring and, at the same time, to invest in extending the Metro (subway) and other public transportation. The city authorities under the leadership of Yuri Luzhkov (mayor since 1992) has pledged to continue to invest in prestigious projects to maintain Moscow ’s image and competitiveness as the Russian capital and a new global city.

Like any major city, Moscow has a complex structure that needs to be considered at different levels. First, at the global and macro-regional (Central-East European) scale, Moscow ’s relations are dominantly economic as part of a world-city system (Taylor and Hoyler, 2000). Second, at the national scale, Moscow is both the federal capital and a subject of the Russian Federation – here the emphasis is on its primacy and balancing of the differentiation that is becoming more apparent in the country. Third, at the regional scale, Moscow ’s agglomeration over-reaches the capital’s city limits and issues about industrial re-location, regional transport, city-suburb relations, and the conversion of agricultural and forest zones to urban uses dominate. Fourth, at the city scale, the optimal combination that allows the city to assume its functions, to be competitive at the international scene while still meeting the needs of its population is still to be found. Finally, at the local (neighborhood) scale, Moscow is a relatively vast and heterogenous territorial unit, including 124 municipal districts ( rayoni ) (see Figure 1), which will soon become true local governments possessing not only their elected assemblies, but also their own budgets. Geographical distributions of housing, jobs, services, green spaces, etc. across these rayoni are likely to become more contentious and prominent.

To cope with the myriad of problems across a variety of scales, the city authorities need a long-term strategy. Obviously, the privileged 1990s situation of the capital can change rapidly, as the turmoil that occurred after the financial crisis of August 1998 showed. The Russian federal government refuses to cover even a small part of Moscow ’s expenses as the national capital. Some large companies (important taxpayers) have already moved their registered headquarters out from the city, and during the last two years city officials complain that the city budget is becoming very tight. Discussions about Moscow ’s economic future can be summarized as the choice between different models of development that depend in turn on the model followed by Russia as a whole. If Russia remains a dominant exporter of fuel and other raw materials and her manufacturing industry and high-tech industries decline further, there will obviously be much less opportunity for Moscow to realize its potential for innovation and to select a new, more balanced model of development. Simplifying, one can say that future of Moscow can be based on one of three options – a) traditional manufacturing; b) a service economy - mainly banking and trade, and c) science, information processing and high tech industry. In other words, Moscow can develop as the capital of an open economy, thus continuing current trends, or as the center of national modernization. Before the collapse of the Soviet Union , more than one million people in Moscow were engaged in pure and applied research (one-quarter of all Soviet scholars). Though this unique human capital is now considerably weakened, the Russian capital still ranks second among European cities by the number of citations in academic journals and monographs, thanks mainly to the sciences. To ensure a sustainable development, the city should promote these scientific innovation activities and extend them into high-tech manufacturing (Pchelintsev, 1999).

The authors of this special issue offer no solutions for the problems that Moscow is now facing. Rather, they analyze recent data showing the post-Soviet evolution of economic functions and social-territorial structures of the city from a perspective of its transformation into a global city. Radical shifts in the economic structure of the capital changed (but did not diminish) its impact on the urban environment. The theme of the changing sources of Moscow ’s environmental pollution (from stationary to automobiles) is developed in the paper by Viktoria Bityukova and Robert Argenbright . Olga Vendina devotes her article to social geographical developments among Moscow ’s ethnic minorities and the related issue of growing ghettoization . Elena Shomina, Vladimir Kolossov and Viktoria Shukhat analyze local community groups (non-governmental organizations) in Moscow as responses to changing neighborhood, especially housing conditions. In the first paper in this special issue, Vladimir Kolossov , Olga Vendina and John O’Loughlin examine the evidence for Moscow ’s claim to world-city status and the geography of business developments in the city since the end of the Soviet Union .

Soviet and Post-Soviet Research on Moscow .

Moscow attracted the attention of Soviet geographers who began to study the unique problems of the capital at the end of World War II. Human geographers were especially interested in studying the interaction between the capital and its region, and its impact on surrounding territories of Central Russia . They delimited Moscow ’s influence according to different criteria - the radius of daily and weekly cycles of activity, the number of second residences, etc.; the distribution of built-up areas, industry, services and recreational functions by sectors around the city by comparison to their environmental impact. The fundamental volume on these themes – Moscow’s Capital Region- the Territories, Structures, and Environment - written by a large group from the Institute of Geography of the Soviet (now Russian) Academy of Sciences, include interesting chapters that serve as a bench mark for the post-Soviet developments (Lappo, Goltz and Treivish 1988). Geographers gave much less attention to Moscow itself. The social-territorial structure of the city was hardly examined – partly because of the lack of reliable statistical data for micro-districts. The problems of Moscow ’s development were analyzed mainly by architects and urban planners, especially those serving at the Institute of Moscow ’s General Plan, whose reports are unavailable.

Some general works containing detailed information on urban life are available according to the respective periods. In particular, Yulian G. Saushkin , a patriarch of Soviet human geography and former chair of the Department of Human Geography of the USSR at Moscow State University, produced three books on Moscow (the last one appearing soon after his death with his former graduate student, Vera Glushkova) (Saushkin 1950, 1964, Saushkin and Glushkova 1983). In the late 1970s–early 1980s, new geographical approaches to the study of the local urban environment, the conditions of life and the functional organization of the municipal economy were developed, in particular, in a laboratory of the Institute of Geography founded by Yuri Medvedkov (now at Ohio State University). Contemporary quantitative methods (especially factorial ecology) were applied in the estimation of the quality of the urban environment (Barbash and Gutnov 1980; Barbash 1982) Examining patterns of distribution of residential areas and jobs, the number of requests to move into a specific area, its proximity to major transportation lines, the convenience of transport connections, the presence of city-wide services, the variety of employment opportunities, and the ecological situation was used as measures of attractiveness (Barbash 1984, Vasiliev and Privalova 1984). In the 1990s, a similar approach was used by Sidorov (1992).

In the post-Soviet period, the transition to the mark et economy challenged geographers and other social scientists with new theoretical and policy problems: economic restructuring, the development of the privatized housing mark et, social polarization, unemployment, and old and new social pathologies all came to the forefront of research. Despite publication of a number of innovative works, it is hardly possible to conclude that Russian human geographers met these challenges. However, the works of Vera Glushkova should be mentioned. She published a monograph devoted to the dynamics and the composition of Moscow’s population, the functions of the city and main branches of its economy, land-use and social problems (in particular, its religious geography) (Glushkova 1997, 1999). Glushkova also was one of the initiators and main authors of large, well- documented, illustrated volumes on history, geography and urbanism in Moscow (see, for instance, Kuzmin 2000, etc.). The second edition of the Encyclopaedia “ Moscow ” is especially worth of notice (Moskva, 1997). Relevant geographical information on the development of Moscow is also contained in key historical publications (Vinogradov 1997, Gorinov 1996, 1997).

A series of works on urbanism and architecture richly illustrated by detailed maps of the environment, roads, transportation, planning structure and functional zoning of the city appeared as a result of public discussions, the first steps in the discussion and adoption of the new General Plan of Moscow to 2020 (Arkhitectura... 1999, Moskva... 2000, Moskva..., 2001). Comprehenisve studies on the history of architecture and urbanism in the capital also appeared during the first post-Soviet decade (Kudriavtsev, 1994). Geographers participated during the 1990s in several important works on the environment in Moscow . In particular, Viktoria Bityukova wrote a thesis, where she studied both the “real” spatial distribution of polluters and their distribution by administrative-territorial units (Moskva... 1995; Bityukova 1996; Kuzmin 2000). Some environmental maps can be found on the official web-site of the government of Moscow ( www.mos.ru ).

Geographical studies of Moscow were given further impetus by the improvement of official statistics, as well as by the 1995 decision of the capital’s government to introduce a new instructional discipline in the city’s and region’s high schools – “knowledge of Moscow” ( “moskvovedenie” ). This educational policy spurred the appearance of a series of textbooks (for example, Alekseev et al ., 1996, 1997 ). Furthermore, the city government of Moscow initiated the publication of two monthly journals that contain the results of social studies of the city ( Simptom and Puls ). The Committee on Telecommunications and Mass Media of the Government of Moscow yearly publishes about a dozen small books on current social problems, but unfortunately, only a very limited number of copies are printed and are not available in most libraries.

Outside of Russia , in his key work, Timothy Colton (1995) analyzed the dynamics of the city’s boundaries, and its demographic, industrial and even political patterns in Moscow in the 20 th century. Many academic journals, including Post-Soviet Geography and Economy, regularly publish papers on the human geography of the Russian capital. GeoJournal prepared a special issue on Moscow and St. Petersburg ( Gdaniec , 1997; Kolossov, 1997; Vendina, 1997). In the field of social geography, Mozolin (1994) explained the intra-urban distribution of housing prices in terms of accessibility to the CBD and urban morphology. Bater (1994) and Daniell and Struyk (1994) analyzed the development of the housing mark et in Moscow and, in particular, the results of privatization of housing, the implementation of municipal housing programs under new conditions, and the construction of new one-family cottages by “new Russians”. Kirsanova (1996) widely used the results of the polls about evaluations and preferences of different parts of Moscow by Muscovites and analyzed their relations with the gender, age, education, and the place of socialization of respondents and with the types of housing. Vendina (1994, 1995, 1996, 1997), and Vendina and Kolossov (1996) related the transformations of functions and employment in different districts of Moscow in the post-socialist years with the pattern of housing prices on the secondary mark et, while Gritsai (1997) compared the first results of mark et transformations in Moscow, especially the development of business services, with the situation in some largest world metropolises.

Post-Soviet developments in Moscow of demographic and social indicators (natural population change, ethnic composition and the level of education, especially during the 1979-1989 intercensal period in the old administrative districts abolished in 1992), were examined by Rowland (1992). Differences between the inner and the outer zones of the city and the concentration of the educated people in the center and the south-west were also considered in the analysis of the outcomes of the first democratic elections in the capital (Berezkin et al. , 1990 and Colton, 1995). Bater, Degtyarev and Amelin (1995) and Kolossov (1996, 1997) showed that the voting behavior of Muscovites differs greatly from most other regions of the country and has stable territorial patterns, while the differences in electoral preferences between the west and south-west parts of the city with the remainder were defined and explained by O’Loughlin, Kolossov and Vendina, 1997. More recently, Pavlovskaya and Hanson (2001) reported on the effects on family life of changes in the retail structure and privatization of services in a rayon in central Moscow and Argenbright (2000) paints an evocative picture of the changing nature of Moscow ’s public spaces, from controlled Soviet to the contemporary free-for-all.

A visitor to Soviet Moscow would hardly recognize its successor. The center of Moscow increasingly looks like a Central European city, like Warsaw or Budapest , with expensive stores, gallerias, super mark ets, commercial offices, and a full array of retail services. Meanwhile, the streetscapes of Moscow ’s outer zones are hardly changed from Soviet times. As a small segment of the population of “new Russians” prosper in these times of frantic change, the majority of Moscovites struggle to make ends meet. In a sample of 3,500 Moscovites in April 2000, we found that only 22.8 % agreed with the statement that “things are not so bad, and it is possible to live”, while the majority (55.3%) said that “life is difficult but it’s possible to endure”. Another 13.3% said that “our condition makes it impossible to endure further.” And, it is worth re-emphasizing that Moscow is much wealthier than the rest of the country and should not be considered as a typical Russian city or even a harbinger of things to come for other large cities of the former Soviet Union .

The frenetic pace of commercial life in central Moscow and the associated rush to gentrification and re-development, quick money, criminal activity, banking and financial scandals, and great uncertainties has produced an “city on the make” ( Spector , 1997) . What is most startling is the contrast of these world-city functions and consequences to the daily lives of most of the population. The ‘dual city hypothesis” of Mollenkopf and Castells (1991), developed for New York City , seems increasingly apropos for Moscow . Of course, dramatic polarization is a persistent feature of many major Third World capitals but its appearance in Moscow is undoubtedly the quickest. Whether the growing gaps in Moscow - between rich and poor, between the segments of the population who are tied to the incorporation into the global economy and those whose livelihood is connected to state services or to small-scale local enterprise, and between the older generation whose world is still colored by their Soviet-era experiences and the post-Soviet generation – will magnify as they have for the past decade or will be eased is an important research question, not only for Moscovites and Russians, but for all societies undergoing rapid social and economic change in these globalized times. The papers in this special issue contribute to this research and offer a picture of the city after 10 years of post-Soviet change against which future developments can be compared.

Alekseev, Alexander I., ed. (1996) Moskvovedenie ( Moscow Studies). Moscow.: Ekopros .

Alekseev, Alexander I., Vera G. Glushkova and Galina Y. Lisenkova , eds. Geografia Moskvy i Moskovskoi oblasti (Geography of Moscow and of the Moscow Region). Moscow : Moskovskie Uchebniki , 1997.

Argenbright, Robert “Re making Moscow : New Places, New Selves." Geographical Review 89 (1): 1-22, January, 1999.

Arkhitektura , stroitelstvo , disain (Architecture, Construction Works and Design). Special Issue on the General Plan of Moscow to 2020, 4 (14), 1999.

Barbash , Natalia B. “Spatial Relations Among Places with Complementary Functions Within the City of Moscow .” Soviet Geography: Review and Translation , 23 , 2: 77-94, February, 1982.

Barbash , Natalia B. “ Privlekatelnost Razlichnykh Chastei Gorodskoi Sredy Dlia Gorozhan (Na Osnove Dannykh Obmena Zhiliem )” (The Attractivity of Different Parts of the Urban Environment for Residents (on the Basis of Data on Residential Exchange)” Izvestia Akademii Nauk SSSR: Seriya Ggeograficheskaya 5: 81-91, 1984.

Barbash , Natalia B. and Aleksei E. Gutnov “Urban Planning Aspects of the Spatial Organization of Moscow : An Application of Factorial Ecology.” Soviet Geography: Review and Translation, 21, 9: 557-574, November, 1980.

Bater , James H. “Housing Developments in Moscow in the 1990s”. Post-Soviet Geography, 35 , 6 : 309-328, June, 1994.

Bater , James H., Andrei A. Degtyarev , and Vladimir N. Amelin . “Politics in Moscow : Local Issues, Areas and Governance.” Political Geography, 14 , 8: 665-687, November, 1995.

Berezkin , Andrei V., Vladimir A. Kolossov, Marianna Pavlovskaya , Nicolai Petrov and Leonid Smirniagin . “The Geography of the 1989 Elections of People's Deputies of the USSR (Preliminary Results).” Soviet Geography , 30 , 8: 607-634, October 1989.

Bityukova , Viktoria R. Sotsialno-ekologicheskie problemy razvitia gorodskikh territorii ( na primere Moskvy ) (Social-Environmental Problems of Urban Territories’ Development: the Case of Moscow) Doctoral thesis. Moscow : Department of Geography, Moscow State University , 1996.

Colton, Timothy S. Moscow : Governing the Socialist Metropolis. Cambridge , MA : Harvard University Press, 1995.

Daniell , Jennifer and Ray Struyk , Housing Privatization in Moscow : Who Privatizes and Why . Cambridge , MA : Blackwell Publishers, 1994.

Federov , Dmitri “Telecommunication Computer Networks in Moscow .” Geojournal , 42 ,4: 433-448, August 1997.

Gdaniec , C. “Reconstruction in Moscow ’s Historic Centre: Conservation, Planning and Finance Strategies- the Example of the Ostozhenka District.” Geojournal , 42 , 4: 365-376, August 1997.

Glushkova , Vera G. Moskva . Istoria i Geografia ( Moscow : History and Geography). Moscow : Mir Publishers, 1997.

Glushkova , Vera G. Sotsialnyi Portret Moskvy na Poroge XXI Veka (A Social Portrait of Moscow at the Eve of the XXI Century). Moscow : Mysl Publishers, 1999.

Gorinov , Mikhail M., ed. Istoria Moskvy (History of Moscow ), vol. 1-4. Moscow : AOL, 1996, 1997.

Gritsai , Olga “ Postindustrialnye Sdvigi v Moskve : Kontseptsia Mirovykh Gorodov i Perestroika Ekonomicheskoi Struktury ” (The Post-Industrial Shifts in Moscow : the Concept of the World City and Economic Restructuring). Izvestia RAN, Seria Geograficheskaya 5: 90-97, 1996.

Gritsai , Olga “Business Services and Restructuring of Urban Space in Moscow .” Geojournal , 42 , 4:349-363, August 1997.

Gritsai , Olga “ Moscow under Globalization and Transition: Paths of Economic Restructuring.” Urban Geography , 18 , 2: 155-165, 1997.

Kirsanova 1996

Kolossov, Vladimir “Political Polarization at the National and the Intra-Urban Levels: The Role of Moscow in Russian Politics and Socio-Political Cleavages within the City,” GeoJournal , 42 , 4: 385-401, August, 1997.

Kolossov, Vladimir et Olga Vendina « Moscou, Retour a la Voie Mondiale. » Geographie et Culture, Metropolisation et Politique . Ed. Paul Claval and André-Louis Sanguin. Paris : L’Harmattan, 1997: 137-153

Kolossov, Vladimir, Olga Vendina, Nadezhda Borodulina , Elena Seredina , and Dmitri Fedorov “ Kontseptsia Informationnogo Goroda i Sozdanie Novoi Delovoi sredy v Moskve (The Concept of the Informational City and Formation of a New Business Environment in Moscow ).” Izvestia RAN, Seria Geograficheskaya , 5 : 141-156, 1998.

Kudriavtsev , Mikhail P., ed. Moskva – Tretii Rim: Istoriko-Gradostroitelnoye Issledovanie . ( Moscow – the Third Rome . A Historical-Urban Study). Moscow : SOL, 1994.

Kuzmin , Alexander V., ed. Gradostroitelstvo Moskvy . 90-e Gody XX Veka (Urbanism in Moscow . The 1990s). Moscow : Moskovskie Uchebniki i Kartolitografia , 2000.

Lappo , Georgi M., Golz , Grigori A., and Treivish , Andrei I. , eds. Mosckovskii Stolichnyi Region: Territorialnaya Struktura i Okuzhayushchaya Sreda ( Moscow Capital Region: the Territorial Structure and Environment). Moscow : Institute of Geography of the Academy of Sciences of the USSR , 1988.

Mollenkopf , John and Manuel Castells . Dual City : Urban Restructuring in New York . New York : Russell Sage Foundation, 1991.

Moskva i mockvichi : v kakoi okruzhayushchei srede my zhivem ? ( Moscow and Moscovites : In What Environment Do We Live?) Moscow : Institute of the Moscow General Plan, 1995.

Moskva ( Encyclopaedia of Moscow ). Moscow : Rossiiskaya Entsiklopedia , 1997.

Moskva : Vzgliad v Tretie Tysyacheletie ( Novyi Generalnyi Plan Razvitia i Ego Realizatsia ) ( Moscow : A View into the Third Millenium : the New General Plan of Development and Its Realization). Arkhitektura i stroitelstvo Moskvy (Architecture and Construction Works in Moscow ), special issue, 5-6, 2001.

Moskva 2000 ( Moskovskii spravochnik ). (Moscow 2000: A Moscow Reference Book). Moscow : Golden Be, 2000.

Mozolin , Mikhail. “The Geography of Housing Values in the Transformation to a Market Economy: A Case Study of Moscow .” Urban Geography, 15 , 2 : 107-127, March 1994.

O’Loughlin, John, Vladimir Kolossov and Olga Vendina “The Electoral Geographies of a Polarizing City: Moscow , 1993-1995” Post-Soviet Geography and Economics, 38 , 10: 567-600, December 1997.

Pavlovskaya , Marianna and Susan Hanson. “Privatization of the Urban Fabric: Gender and Local Geographies of Transition in Downtown Moscow .” Urban Geography, 22 , 1: 4-28, January 2001.

Pchelintsev , Oleg S . “ Moskva i Strategicheskoe Izmerenie Rossiiskikh Reform” ( Moscow and the Strategic Dimension of Russian Reforms)” Moskva na Fone Rossii i Mira: Problemy i Protivorechia Otnoshenii Stolitsy v Kontekste Rynochnoi Transformatsii (Moscow Against the Background of Russia and the World: Problems and Contradictions of the Capital’s Relations on the Context of Reforms). Leonid Vardomsky and Vladimir Mironov , eds . Moscow: Institute for International Economic and Political Studies and Institute of Geography of the Russian Academy of Science, 1999, pp. 13-31.

Rowland, Richard “Selected Urban Population Characteristics of Moscow .” Post-Soviet Geography, 33 , 2 : 569-590, March 1992.

Saushkin , Yulian G. Moskva ( Moscow ). Moscow : Geografgiz , 1950.

Saushkin , Yulian G. Moskva . Geograficheskaya Kharakteristika ( Moscow : A Geographical Characteristic). Moscow : Geografgiz , 1964.

Saushkin , Yulian G., and Vera G. Glushkova Moskva Sredi Gorodov Mira ( Moscow among the Cities of the World). Moscow : Mysl Publishers, 1983.

Sidorov , Dmitri “Variations in Perceived Level of Prestige of Residential Areas in the Former USSR .” Urban Geography , 13 , 4 : 355-373, July-August, 1992.

Stadelbauer , Jörg . “ Moskau . Post- sozialistische Megastadt im Transformationsprozess .” Geographische Rundschau , 48, 2: 113-120, February 1996.

Spector , Michael. “ Moscow on the make.” New York Times Magazine , June 1, 1997 .

Taylor, Peter J. “ World Cities and Territorial States under Conditions of Contemporary Globalization.” Political Geography, 19 , 1: 5-32, January 2000.

Taylor, Peter J. and Mark Hoyler . “The Spatial Order of European Cities under Conditions of Contemporary Globalization.” Tidjschrift voor Economische en Sociale Geografie , 91 , 2: 176-189, May 2000

Vasiliev , Georgi L., and Olga L. Privalova “A Social-Geographical Evaluation of Differences within a City.” Soviet Geography: Review and Translations, 25 , 7: 488-496, September 1984.

Vendina, Olga « Moscou: En Recherche d'Equilibre Entre la Planification et Laisser-Faire » Planification et Stratégies de Développement dans les Capitales Européennes. Christian Vandermotten, ed. Bruxelles: Universite Libre de Bruxelles, 1994, pp. 273-285.

Vendina, Olga « Moscou: les Rôles de la Ville et sa Genèse», Géographie et Cultures , 14 : 85-103, 1995.

Vendina, Olga “ Sotsialnaya Stratifikatsia v Moskve : Tsena Ekonomicheskikh Reform” (The Social Stratification in Moscow : the Cost of Economic Reform). Izvestia RAN , Seria Geograficheskaya , 5 : 98-113, 1996.

Vendina, Olga “Transformation Processes in Moscow and Intra-Urban Stratification of Population.” Geojournal 42 ,4:341 -347, August 1997.

Vendina, Olga and Vladimir Kolossov . “ Sotsialnaya Polarisatsia i Politicheskoe Povedenie Moskvichei ” (The Social Polarization and the Political Behavior of Moscovites ). Sociological Journal , 3 , 4: 164-176, 1996.

Vinogradov , Vladimir, ed. Moskva - 850 let. Istoria Moskvy ( Moscow - 850 years. History of Moscow ). Moscow : Moskovskie uchebniki (2 vols ), 1996-1997.

* Yablokov , Aleksei V., ed. O Sostoyanii Okruzhayushchei Sredy g. Moskvy v 1992 g. Gosudarstvennyi Doklad (About the State of Environment in Moscow in 1992 - The State Report). Moscow : Government of Moscow , 1993.

Figure SEQ Figure \* ARABIC 1 Location of Rayoni in Moscow

[1] Acknowledgements: This special issue benefited from the collaborative work of many individuals. In Boulder , Tom Dickinson prepared the final versions of all of the maps and Clionadh Raleigh helped with the bibliographic and grammatical elements of the project. Altinay Kuchukeeva assisted with the research on the papers and Jim Bell, now at the U.S. State Department, was involved in the project in the early stages. In Moscow , the project was assisted by xxxx , xxxxx , and xxx. The project was funded by a grant to Professor O’Loughlin by the National Science Foundation and by grants to Professor Kolossov by …….

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Delta is reinforcing its No. 1 position as the largest U.S. carrier to Africa this winter by relaunching daily* service to Lagos, Nigeria (LOS), from New York-JFK on Dec. 1. Fleet enhancements in service to Accra, Ghana (ACC), and South Africa are also underway.

The airline carries more than half a million customers between the U.S. and Africa each year on more than 34 weekly flights.

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*This route will initially fly daily, shifting to three times per week on Jan. 16, 2025.

John F. Kennedy International Airport (JFK)
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The influence of service innovation practices on business performance
Abstract: This study examined the influence of service innovation practices on business performance which has received limited attention in academic literature. Complexity Theory served as the underlying conceptual lens that enabled this research to answer the research questions and attain the research objectives.
PDF ESSAYS ON SERVICE INNOVATION
Formally, service innovation is the exploitation of an idea for a performance that is new to the firm and perceived by customers to offer new benefits (Berry et al. 2006). Because service innovations are so important in today's economy, managers need and want to know more about both determinants and outcomes of service innovations.
(PDF) Service innovation implementation: A systematic review and
This article provides a comp rehensive. review of the service innovation implementation research in the area of business, man-. agement and accounting 'from 1981 to 2019. This study identi ﬁes ...
Dimensionality and consequences of service innovation: An empirical
1. Introduction. Increased local and global rivalries have led business players to determine, generate, or sustain a competitive edge by engaging in innovation (Canh et al., Citation 2019; Sharma & Bhat, Citation 2020).A swiftly changing environment with continuous unexpected changes makes it crucial for business players to develop their capability to innovate (Canh et al., Citation 2019 ...
(PDF) The evolution of service innovation research: a critical review
The number of service innovation articles has increased dramatically in the past 25 years. By reviewing 128 articles published between 1986 and 2010, primarily in leading marketing and innovation journals, this study analyzes the progression of service innovation research according to topicality and perspective.
Service innovation practices and customer loyalty in the ...
The study sought to assess differences in innovation practices in the telecommunication industry, customer perception of service innovations, and how service innovation practices influence the loyalty of mobile subscribers. A quantitative research approach was adopted to study 250 samples from active subscribers of the leading mobile telecommunication companies in Ghana. Descriptive and ...
PDF Service Innovation Implementation in International Hotel Groups: a
SERVICE INNOVATION IMPLEMENTATION IN INTERNATIONAL HOTEL GROUPS: A CRITICAL REALIST STUDY AKRIVI-ANGELIKI PAPADAKI A thesis submitted in partial fulfilment of the requirements of the award of Doctor of Philosophy Oxford Brookes University November 2016 . b Abstract
"Service innovation framework" by John Timmerman
The service dominant key findings were used to construct a framework comprised of design phases, design processes, analytical and ideation methods, critical success factors, and environmental factors. ... Timmerman, John, "Service innovation framework" (2010). Thesis. Rochester Institute of Technology. Accessed from https://repository.rit.edu ...
The impact of service innovation on firm performance: a meta-analysis
Hence, the purpose of this paper is to provide a quantitative review on the service innovation-performance relationship based on research findings reported in the extant literature.,Studies from 46 peer-reviewed articles were sampled and analyzed. A meta-analytic approach was adopted to conduct a quantitative review on the relationship between ...
Service innovation in the hotel industry: the dynamic capabilities view
Consistent with the dynamic capabilities view tenets, this paper aims to conceptualize a theoretical framework of service innovation in the hotel industry.,This study uses a qualitative method with a content analysis approach. The data were collected using a snowball sampling method and semi-structured interviews with 14 experts in Tehran's ...
Thesis Service Innovation
In Europe and the USA, service professionals are 16% of the population. This Master thesis, from now on called report, is the final research project for receiving the Master of Science degree thesis service innovation in Business Administration, specialism Service Management, at the University of Twente. In addition, the study showed that CVC ...
Service Innovation: A Review of the Literature
service innovations in manufacturing (Normann 2002), service-logic innovation (Lusch and Nambisan 2012 ; Vargo et al. 2008 ), and service design model inno- vation (Teixeira et al. 2012 ).
Service Innovation and Emerging Technologies in Tourism and Hospitality
Taking a holistic view while focusing on experience-oriented service innovation, Kandampully et al. (2022) argued that hospitality grows from the grassroots level upward and plays a central role in the global economy. They suggested that innovative hospitality services are the lifeblood of many organizations in both this sector and the societies in which firms reside.
Building smart transport in Moscow
In 2017, Muscovites made 2.3 million city bicycle trips, twice as many as in 2015. Bus lanes ensure that public transport vehicles are given priority in traffic, which has improved the regularity of bus service in central Moscow; annual full-fare trips on surface transit increased from 586 million in 2010 to one billion in 2017.
Flexible work and the innovative organization
Despite the upheaval caused by the COVID-19 pandemic—and partly because of it—innovation and digitization have been happening at a record-breaking pace. A McKinsey survey of top executives around the world found that companies accelerated their digitization of customer, supply chain, and internal operations by an average of three years.. Indeed, over the past two years, countries around ...
Moscow
Development of innovation infrastructure and innovative businesses: The Moscow Innovation Cluster is a platform for introducing innovations and developing cooperation between large corporations, industry, SMEs, educational and scientific organizations, development institutions and the city.The cluster IT platform unites the entire innovation ecosystem of Moscow and provides new and unique ...
Product Design Thesis Showcase
We are thrilled to extend to you a special invitation to Montclair State University's highly anticipated Product Design Thesis Showcase! This event promises to be an inspiring celebration of creativity, innovation, and the culmination of months of hard work by our talented product design students. Whether you're an industry professional seeking fresh talent, a design […]
Moscow
Introduction: " Moscow - Post-Soviet Developments and Challenges" [1] John O'Loughlin* and Vladimir Kolossov ** * University of Colorado, Boulder ** Russian Academy of Sciences, Moscow Russia has always been a highly centralized state, with the capital playing an exceptional economic, social, cultural and political role. Paradoxically, the post-Soviet economic transition not only did ...
Delta restarts service to Nigeria from New York-JFK, upgrades fleet for
As the first U.S. airline to initiate service to Ghana, Delta remains the largest operator in the U.S.-Ghana market, offering year-round daily service from New York-JFK. Furthermore, in late October 2024, Delta will upgrade its aircraft serving Ghana to the 281-seat Airbus A330-900neo , adding nearly 1,000 more seats each week, providing 30% ...