Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

SAGETRACK

Sign In to gain access to subscriptions and/or personal tools.
Journal of Service Research
This Article
Right arrow Full Text (OnlineFirst PDF)
Right arrow All Versions of this Article:
1094670508329223v1
11/4/344    most recent
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Eisingerich, A. B.
Right arrow Articles by Seifert, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Article

Managing Service Innovation and Interorganizational Relationships for Firm Performance: To Commit or Diversify?

Andreas B. Eisingerich1*, Gaia Rubera2, and Matthias Seifert3

1 Imperial College London
2 Michigan State University
3 London Business School

* To whom correspondence should be addressed. E-mail: a.eisingerich{at}imperial.ac.uk.


  Abstract
An increasing body of research suggests interorganizational relationships as being critical to the financial performance of firms. Similarly, innovation has been considered a key driver of the growth and success of firms. However, little work has examined how the extent firms’ interorganizational relationship commitment and diversity influence their innovation focus and performance. In this article, the authors show that diverse interorganizational relationships reduce the positive impact of innovation focus on firm performance. In contrast, interorganizational relationship commitment increases service innovation focus and strengthens the innovation focus–firm performance relationship. The findings are based on multisource and longitudinal performance data and highlight the positive impact of relationship commitment on the effects of service innovation focus on firm performance. Implications for management and research are discussed.

First published on December 29, 2008, doi:10.1177/1094670508329223

Journal of Service Research 2009;11:344.

A more recent version of this article appeared on May 1, 2009

Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?