Dynamic capability building through partnering: An Australian mobile handset case study

Agarwal, R; Scerri, M; Sajib, S; Selen, W

Dynamic capability building through partnering: An Australian mobile handset case study

Agarwal, R

Scerri, M

Sajib, S Selen, W

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Publication Type:: Journal Article
Citation:: Journal of New Business Ideas and Trends, 2014, 12 (1), pp. 27 - 41 (15)
Issue Date:: 2014-08-31

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Field	Value	Language
dc.contributor.author	Agarwal, R https://orcid.org/0000-0002-8493-7313	en_US
dc.contributor.author	Scerri, M https://orcid.org/0000-0001-8358-9778	en_US
dc.contributor.author	Sajib, S	en_US
dc.contributor.author	Selen, W	en_US
dc.date.issued	2014-08-31	en_US
dc.identifier.citation	Journal of New Business Ideas and Trends, 2014, 12 (1), pp. 27 - 41 (15)	en_US
dc.identifier.issn	1447-9184	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33336
dc.description.abstract	Purpose –The purpose of this paper is to report on how collaboration in a service network of a major Telco, involving a key partner and its affiliate network, enables dynamic capability building for achieving services innovation. These capabilities are subsequently analysed for emerging trends and patterns of relationships, and later grouped into different constructs based on existing literature, to present a Dynamic Capability building-framework through partnering. Design/methodology/approach – The method for this paper is a case study of a large Telco, including its distribution channels and franchised retail centres; and a key trading partner, TPartner, and its affiliated network. Interviews were conducted, transcribed, coded, and similarities in views by different participants were incorporated into emergent themes and patterns for analysis. Findings – The paper finds that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness, and collaborative agility are all core dynamic capabilities that foster innovation in services. Second, collaboration enables firms to redefine their strategic and operational capabilities. Third, partnering allows managers to rethink, rearrange and reposition their sourcing strategies to better meet customer demand. Lastly, through partnering with customers and their ensuing engagement, managers are equipped with superior ability to anticipate discontinuity in customer preferences across channels, and through customer knowledge managers are able to meet future demand expediently. Originality/value – This study advances our understanding of how organisations can build competence based on dynamic capabilities through collaboration in order to foster service innovation.	en_US
dc.relation.ispartof	Journal of New Business Ideas and Trends	en_US
dc.title	Dynamic capability building through partnering: An Australian mobile handset case study	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	12	en_US
utslib.location.activity	Australia	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	Australia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	12	en_US

Abstract:

Purpose –The purpose of this paper is to report on how collaboration in a service network of a major Telco, involving a key partner and its affiliate network, enables dynamic capability building for achieving services innovation. These capabilities are subsequently analysed for emerging trends and patterns of relationships, and later grouped into different constructs based on existing literature, to present a Dynamic Capability building-framework through partnering. Design/methodology/approach – The method for this paper is a case study of a large Telco, including its distribution channels and franchised retail centres; and a key trading partner, TPartner, and its affiliated network. Interviews were conducted, transcribed, coded, and similarities in views by different participants were incorporated into emergent themes and patterns for analysis. Findings – The paper finds that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness, and collaborative agility are all core dynamic capabilities that foster innovation in services. Second, collaboration enables firms to redefine their strategic and operational capabilities. Third, partnering allows managers to rethink, rearrange and reposition their sourcing strategies to better meet customer demand. Lastly, through partnering with customers and their ensuing engagement, managers are equipped with superior ability to anticipate discontinuity in customer preferences across channels, and through customer knowledge managers are able to meet future demand expediently. Originality/value – This study advances our understanding of how organisations can build competence based on dynamic capabilities through collaboration in order to foster service innovation.

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http://hdl.handle.net/10453/33336