CHAPTER 6 CONCLUSION
6.2 Limitation and Future Research
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6.2 Limitation and Future Research
Although this study has offered deeper insight into the strategies of IT-enabled service innovation from the resource-based view, a number of limitations still remain to be further explored.
Together with the findings above, these limitations may indicate a route for future research.
While we suggested that different sourcing approaches affected resource reconfiguration, thus, creating different drivers in achievement of the target strategy and strategy transitions, we did not address the issue of implementing sourcing approaches, which also affects the strategy transition failures. In addition, we did not focus on this issue because the firms in our study successfully achieved this action, which lead to more evidence on the effect on how firms fail to meet the resource requirement of strategies.
We examined the two Taiwan’s service industries which are very intensively competitive and actively introducing IT-enabled service innovation and provided rich examples, analysis to address the strategic issue of IT in the service innovation. However, since service industry largely differs from each other and less relatively much literature conducted, there’s the need to broaden our understanding of strategy by testing and reexamining our proposed model into other industry in intensively competitive and aggressively introduced IT-enabled service innovations.
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APPENDIX
Table A.1 Cases of IT-enabled Service Innovations in Taiwan’s Convenience Store Industry
Case Example Initial Turning point Afterword
Resource Challenge/event Sourcing Resource
SCMS-Company A Mature IT infrastructure More IT(POS,POSII) Strategic Alliance Vertical integration
Supplier’s relationship
Strong Distribution capability SCMS-Company B POS, distribution center To expand the scope of services Vertical integration Suppliers and vendors linkages SCMS-Company C POS, distribution center Continuous introduction Outsourcing, internal R&D Self Maintained Systems
SCMS-Company D POS, distribution center Need for operation efficiency Outsourcing Store operation management system MMK-Company A Kiosk and abundant partners,
Exclusive contract
Lawsuit from company C, limit the development on MMK
Patent Freedom of technology development on MMK
MMK-Company B Less IT to introduce Improve services on MMK Joint venture Focus on virtual distribution MMK-Company C Self developed Kiosk Competitors follow up Patent protection Protection on technology asset MMK-Company D Less IT to introduce More and more technology suppliers
and low uncertainty
Outsourcing With a small numbers of stores MMKs adopted
EC-Company A Self –operated on line shopping sale channel
Without the visibility from customers Horizontal integration Acquisition
Extend services
More on line sales channel EC-Company B Coordinating the service and
resource
To construct a value network against the company A’s monopolized one
Joint Venture Economic of scale and scope EC-Company C No intention to develop Participate the alliance Joint Venture Economic of scale.
eWallet-Company A Self developed eWallet Request form Competitors’ corporation Strategic Alliance The customers based eWallet-Company B Develop smart card tool Create e-wallet sensor Inner R&D Customer base
eWallet-Company C No intention to develop Cooperate with banks Alliance Customers based
Qshop-Company D Self made IT system Corporate with other vendors suppliers Strategic Alliance Suppliers linkage
Support from government
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Table A.2 Cases of IT-enabled Service Innovations in Taiwan’s Telecommunication Industry
Case Example Initial Turning point Afterword
Resource Challenge/event Sourcing Resource
Apps Platform-Company E Exclusive Platform More and more open platform Internal R&D Inclusive and open platform Apps Platform-Company F No intention to develop More and more open platform Outsourcing Apps platform
Apps Platform-Company G Self developed platform, coordinated systems
License with telecommunication operator in other country
License Extend customer and service broadly reached
E-book-Company E Self owned platform Alliance with content providers in other country
Strategic Alliance Market extend E-book platform E-book-Company F Established platform Provide more value added services to
customers
Outsourcing E-book platform E-book-Company G Coordinated platform Corporate with content providers Strategic Alliance Geography resource NFC-Company E NFC technology Cooperate with banks, real estate
company
Strategic Alliance Market extension
NFC-Company F NFC technology Cooperate with banks Strategic Alliance NFC services NFC-Company G Standard NFC technology Introducing the standard NFC
technology
Internal R&D Technology asset
Micropayment-Company E Micropayment system More value added services Internal R&D More added services Micropayment-Company G Micropayment system Self developed online mobile mall,
advance security protection mechanism
Internal R&D Sales channel(mobile) on mobile device
LBS- Company F Data transmission platform Provide value added services Strategic Alliance New services
Brand image from alliance LBS- Company G Data transmission platform Provide value added services Strategic Alliance Brand image from alliance Mobile TV-Company F Existing Mobile TV services Acquire the mobile company Acquisition Market share in cable TV industry