The Fit Effect Model among Facilitating Factors on Service Innovation Performance
In recent years, though, the concept of fit has been
now in widespread used in strategic management research, it is in its
infancy for applying fit concept to service innovation issue. Therefore,
drawing on the concept of fit, this present research proposed an
innovation service fit model within service innovation, market
orientation, marketing strategy, and IT adoption are coexisted. The
perspective of fit as covariation will be employed to test the hypothesis
and identify the effects of fit. We contend that the fit among these four
factors will contribution to business performance. Finally, according
to the empirical data collected from manufacturing, service, and
financial industry in Taiwan, meaningful findings and conclusions
will be proposed and discussed.
[1] Aa, W. and Elfring,T. (2002). Relizing innovation in services.
Scandinavian Journal of Management, 18, pp. 155-171.
[2] Afuah, A. (1998). Innovation Management: Strategies, Implementation
and Profits. New York, NY: Oxford University Press. American
Marketing Association. (2007). Retrieved December 18, 2008, from
http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarket
ing.aspx.
[3] Atuahene-Gima, K. (1996). Market Orientation and Innovation. Journal
of Business Research, 35(2), 93-103.
[4] Atuahene-Gima, K. (2005). An Exploratory Analysis of the Impact of
Market Orientation on New Product Performance. Journal of Product
Innovation Management, (12)5, 275-293.
[5] Avlonitis, G.J., Papastathopoulou, P. G., & Gounaris, S.P. (2001). An
empirically-based typology of product innovativeness for new financial
services: success and failure scenarios. Journal of Product Innovation
Management, 18(5), 324-342.
[6] Azab, N.A. (2005) Investigating IT-Business Alignment in an Egyptian
Medium-Sized Enterprise, European and Mediterranean Conference on
Information Systems (EMCIS), Cairo, Egypt.
[7] Berthon, J. (2007). Immaterial Matters Strategic Mode & the Management
of Intangibles, Luleå University of Technology.
[8] Bharadwaj, A. S. (2000). A resource-based perspective on information
technology capability and firm performance: an empirical investigation.
Management Information Systems Quarterly, 24(1), 169-196.
[9] Brooksbank, R. (1991). The essential characteristics of an effective
marketing plan for the 1990s. Marketing Intelligence and Planning. 9(4),
17 - 21.
[10] Calantone, R. C, Benedetto, A. D., & Bhoovaraghavan, S. (1994).
Examining the Relationship Between Degree of Innovation and New
Product Success. Journal of Business Research, 30, 143-148.
[11] Chan, Y.E., Huff, S., Barclay, D.W. and Copeland, D.G.(1997). Business
Strategic Orientation, Information Systems Strategic Orientation, and
Strategic Alignment, Information Systems Research (8:2), pp. 125-150.
[12] Chen, J. S. and Tsou, H. T. (2007). Information technology adoption for
service innovation practices and competitive advantage: the case of
financial firms. Information Research: an international electronic journal,
12(3), 314-336.
[13] Clark, J. & Guy, K. (1998), Innovation and Competitiveness. Technology
analysis and Strategic Management,10(3), 363-395.
[14] Cravens, D., (1999) Strategic marketing (6th ed). Irwin, McGraw-Hill:
Boston, MA.
[15] Daft, R. L. (1978). A dual-core model of organizational innovation.
Academy of Management Journal, 21(2), 193-210.
[16] Day, G. S., (1990). Market-driven strategy: processes for creating value.
New York: The Free Press.
[17] Day, G. S. (1994). The capabilities of market-driven organizations.
Journal of Marketing, 58 (October), 37-52.
[18] Damanpour, F. (1991). Organizaitonal innovation: A meta-analysis of
effects of determinants and moderators. Academy of Management Journal,
34(3): 555-590.
[19] de Brentani, U. (2001). Innovative versus incremental new business
services: different keys for achieving success. Journal of Product
Innovation Management, 18:169-87.
[20] Delery, J. and Doty, D.H. (1996). Modes of Theorizing in Strategic
Human Resource management: Tests of universalistic, contingency, and
configurational performance predictors, Academy of Management
Journal (39:4), pp. 802-835.
[21] J. Kandampully, "Innovation as the core competency of a service
organisation: the role of technology, knowledge and networks," European
Journal of Innovation Management, vol. 5, no. 1, pp. 18-26, 2002.
[22] Doty, D. H. Glick, W. H. and Huber, G. P. (1993). Fit, equifinality, and
organizational effectiveness: a test of two configurational theories.
Academy of Management Journal. 36(6), 1196 - 1250.
[23] Drazin, R. and Van de Ven, A.H. (1985). Alternative Forms of Fit in
Contingency Theory, Administrative Science Quarterly (30:4), pp.
514-539.
[24] Fichman, R. G. (2001). The role of aggregation in the measurement of
information technology related organizational innovation. Minformation
systems Quarterly, 25(4), 427-455.
[25] Flippo, E. B. (1966). Management: a behavioral approach. Boston. MA:
Allyn and Bacon.
[26] Kohli, A.K. and Jaworski, B.J. "Market Orientation: the Construct,
Research Propositions, and Managerial Implications," Journal of
Marketing 54(2), 1990, pp. 1-18.
[27] Gallouj , F., & Weinstein, O. (1997). Innovation in service. Research
Policy, 26, pp. 537-556.
[28] Gold, A.H., Malhotra, A., and Segars, A.H. (2001). Knowledge
Management: An Organizational Capabilities Perspective, Journal of
Management Information Systems (18:1), pp. 185-214.
[29] Grover, V., & Goslar, M. D. (1993). The initiation, Adoption, and
Implementation of Telecommunications Technologies in U. S.
Organizations. Jmis, Summer, 10(1), 141-163.
[30] Han, J.K., Kim, N., Srivastava, R., (1998). Market orientation and
organizational performance: Is innovation a missing link? Journal of
Marketing 62 (4), 30−45.
[31] Henderson, J. and Venkatraman, N. (1993). Strategic Alignment:
Leveraging Information Technology for Transforming Organizations,
IBM Systems Journal (32:1), pp. 4-16.
[32] Henderson, J.C. and Venkatraman, N. (1999). Strategic Alignment:
Leveraging Information Technology for Transforming Organizations,
IBM Systems Journal (38:2/3), pp. 472-484.
[33] Hollins, B. and Shinkins, S. (2006). Managing service operations: Design
and implementation. Sage Publications Inc, London UK.
[34] Hunt, S. D., and Lambe, C. J. (2000). Marketing-s contribution to
business strategy: market orientation, relationship marketing and the
resource-advantage theory. International Journal of Management
Reviews. 2(1), 17 - 43.
[35] Jain, Subhash. C. (2000), Marketing Planning and Strategy, 6 th edition.
Cincinnati: South-Western College Publishing.
[36] Zott, C. (2003). Dynamic Capabilities and the emergence of Intra Industry
Differential Firm Performance: Insights from a Simulation Study,
Strategic Management Journal 24(2), pp. 97-126.
[37] Kotler, P., and Singh, R. (1981). Marketing warfare in the 1980s. Journal
of Business Strategy. 30 - 41.
[38] Kotler, P. (1983). How effective is your marketing. Nonprofit World
Report.
[39] Lafferty, B. A. and Hult, G. T. M. (2001).A synthesis of contemporary
market orientation perspectives, European Journal of Marketing. 35(1/2),
pp. 92-109
[40] Linder, J.C., Jarvenpaa, S., and Davenport, T.H. (2003). Towards an
Innovation Sourcing Strategy, MIT Sloan Management Review 44 (4), pp.
43-49.
[41] Lilien, G.L., Weinstein, D. (1984). An international comparison of the
determinants of industrial marketing expenditures. Journal of Marketing.
46 - 53.
[42] Levitt, T. (2002). Creativity Is Not Enough. Harvard Business Review.
[43] Luftman, J.N. and Brier, T.(1999). Achieving and Sustaining Business-IT
Alignment, California Management Review, (42:1), pp. 109-122.
[44] McCarthy, E. J. (1975). Basic Marketing (5th ed). Homewood, III rechad
D. Irwin inc.
[45] McCarthy, E. J. (1996). Basic Marketing: a Managerial Approach(12th
ed). Homewood, IL:Irwin.
[46] Miles, R.E. and Snow, C.C. (1984a) Fit, Failure and the Hall of Fame,
California Management Review (26:3), pp. 10-28.
[47] Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs,
NJ: Prentice Hall.
[48] Narver, J. C. and Slater, S. F. (1990). The effect of a market orientation on
business profitability. Journal of Marketing, 54(4), 20-35.
[49] Olson, E. M., Stater, S. F., & Hult, G. M. (2005). The Performance
Implications of Fit among Business Strategy, Marketing Organization
Structure, and Strategic Behavior. Journal of Marketing, 69(3), 49-65.
[50] O-Shaughnessy, J. (1984). Competitive marketing: A strategic approach,
Boston, Mass.: Allen and Unwin.
[51] Palmer, J. W., & Markus, L. M. (2000). The performance impacts of quick
response and strategic alignment in specialty retailing. Information
System Research, 11(3), 241-259.
[52] Pierce, J. L., & Delbecq, A. L. (1977). Organization structure, individual
attitudes and innovation. Academy of Management Review, 2(1), 26-37.
[53] Powell TC. (1992) Organizational alignment as competitive advantage.
Strateg Manage J; 13:119- 34.
[54] Porrass, J. I. and Robertson, P. J. (1992). Organizational development:
theory, practice and research. In M. Dunnette & L. M. Hough (Eds.),
Handbook of industrial and organizational psychology, (719-822 ) Palo
Alto: Consulting Psychologist Press.
[55] Porter, M. E. & Millar, V. E. (1985). How Information Gives You
Competitive Advantage. Harvard Business Review, 63(July-August),
149-160.
[56] Reich, B. H., & Benbasat, I. (1996). Measuring the linkage between
business and information technology objectives. Minformation systems
Quarterly, 20(1), 55-81.
[57] Sabherwal, R. and Grant, J.H. (1994). Integrating External and Internal
Perspectives of Strategic Information Technology Decisions, in: Research
in Strategic Management and Information Technology, N. Venkatraman
and J. Henderson (Eds.), JAI Press, England.
[58] Saini, A., & Johnson, J. L. (2005), Organizational capabilities in
e-commerce: An empirical investigation of e-brokerage service providers.
Journal of the Academy of Marketing Science, 33(3), 360-375.
[59] Scott Morton, M. (1995). The corporations of the 1990s. New York, NY:
Oxford University Press.
[60] Selnes, F., Wesenberg, P. (1993). Organizational processes in becoming
more market oriented. In R Varadarajan, B Jaworski (Eds.), Marketing
Theory and Applications, Vol. 4. Chicago. American Marketing
Association: 22-31.
[61] Siguaw, D.A., Simpson, P.M., and Baker, T.L. (1998). Effects of Supplier
Market Reaction on Distributor Market Orientation and the Channel
Relationship: The Distributor Perspective, Journal of Marketing 62, pp.
99-111.
[62] Sircar, S., Turnbow, J. L., & Bordoloi, B. (2000). A frame work for
assessing the relationship between information technology investments
and firm performance. Journal of Management Information Systems,
16(4), 69-97.
[63] Slater, S. F. and Olson, E. M. (2001). Marketing-s contribution to the
implementation of business strategy: an empirical analysis. Strategic
Management Journal. 22(11), 1055 - 1068.
[64] St. John, C. H. and Young, S. T. (1992). An exploratory study of pattern
of priorities and trade-offs among operations managers. Production and
Operation Management, 1(2), 50 - 133.
[65] Swift, R. S. (2001). Accelerating Customer Relationship: Using CRM and
Relationship Technologies. Prentice Hall. Upper Saddle River, New
Jersey.
[66] Tushman, N. L., & Nadler, D. A. (1986). Organizing for innovation.
California Management Review, 28(3), 74-92.
[67] Van de Ven, H., and Drazin, R. (1985), The concept of fit in contingency
theory. In B.M. Staw, L.L. Cummings (Eds.), Research in organizational
behavior, vol. 7 (p.p. 333-365). Greenwich, CT: JAI Press.
[68] Van de Ven, A. H. (1986). Central problems in the management of
innovation. Management Science, 32(5), 590-607.
[69] Venkatraman, N. (1984). Strategic Orientation of Business Enterprise:
The Construct and Its Measurement, Ph.D. Dissertation, University of
Pittsburgh, Pittsburgh, PA.
[70] Venkatraman, N. (1989) The concept of fit in strategy research: toward
verbal and statistical correspondence, The Academy of Management
Review (14:3), pp. 423-444.
[71] Venkatraman, N., & Prescott, J. E. (1990). Environment-Strategy
Coalignment: An Empirical Test of Its Performance Implications.
Business Source Complete, 11(1), 1-23.
[72] West, M. A., & Farr, J. L. (1990). Innovation at work. In M. A. West, & J.
L. Farr (Eds.), Innovation and creativityat work: Psychological and
organizational strategies. Chichester: Wiley.
[73] William, M. Pride. (1993). Marketing concepts and strategies (8th ed),
dwughton Miffin company, Boston.
[74] Woolfe, R. (1993) The Path to Strategic Alignment, Information Strategy:
the Executive Journal (9:2), pp. 13-23.
[75] Xu, H., Sharma, S.K., and Hackney, R. (2005). "Web Service Innovation
Research: Towards a dual-core Model," International Journal of
Information Management, 25(4), pp. 321-334.
[76] Xia, W. and King, W.R. (2006) Determinants of Organizational IT
infrastructure Capabilities, Retrieved April 12, 2006, from University of
Minnesota, MIS Research Center Working Papers Web site: from
http://misrc.umn.edu/workingpapers/fullpapers/2002/ 0210_030102.pdf,
2002.
[77] Zeithaml, V., Bitner, M. J., & Gremler, D. D. (2006). Services marketing:
Integrating customer focus across the firm (4th ed.). New York:
McGraw-Hill.
[78] Zhou, K. Z., Gao, G. Y., Yang, Z., & Zhou, Nan. (2005). Developing
strategic orientation in China: antecedents and consequences of market
and innovation orientations. Journal of Business Research, 58(8),
1049-1058.
[1] Aa, W. and Elfring,T. (2002). Relizing innovation in services.
Scandinavian Journal of Management, 18, pp. 155-171.
[2] Afuah, A. (1998). Innovation Management: Strategies, Implementation
and Profits. New York, NY: Oxford University Press. American
Marketing Association. (2007). Retrieved December 18, 2008, from
http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarket
ing.aspx.
[3] Atuahene-Gima, K. (1996). Market Orientation and Innovation. Journal
of Business Research, 35(2), 93-103.
[4] Atuahene-Gima, K. (2005). An Exploratory Analysis of the Impact of
Market Orientation on New Product Performance. Journal of Product
Innovation Management, (12)5, 275-293.
[5] Avlonitis, G.J., Papastathopoulou, P. G., & Gounaris, S.P. (2001). An
empirically-based typology of product innovativeness for new financial
services: success and failure scenarios. Journal of Product Innovation
Management, 18(5), 324-342.
[6] Azab, N.A. (2005) Investigating IT-Business Alignment in an Egyptian
Medium-Sized Enterprise, European and Mediterranean Conference on
Information Systems (EMCIS), Cairo, Egypt.
[7] Berthon, J. (2007). Immaterial Matters Strategic Mode & the Management
of Intangibles, Luleå University of Technology.
[8] Bharadwaj, A. S. (2000). A resource-based perspective on information
technology capability and firm performance: an empirical investigation.
Management Information Systems Quarterly, 24(1), 169-196.
[9] Brooksbank, R. (1991). The essential characteristics of an effective
marketing plan for the 1990s. Marketing Intelligence and Planning. 9(4),
17 - 21.
[10] Calantone, R. C, Benedetto, A. D., & Bhoovaraghavan, S. (1994).
Examining the Relationship Between Degree of Innovation and New
Product Success. Journal of Business Research, 30, 143-148.
[11] Chan, Y.E., Huff, S., Barclay, D.W. and Copeland, D.G.(1997). Business
Strategic Orientation, Information Systems Strategic Orientation, and
Strategic Alignment, Information Systems Research (8:2), pp. 125-150.
[12] Chen, J. S. and Tsou, H. T. (2007). Information technology adoption for
service innovation practices and competitive advantage: the case of
financial firms. Information Research: an international electronic journal,
12(3), 314-336.
[13] Clark, J. & Guy, K. (1998), Innovation and Competitiveness. Technology
analysis and Strategic Management,10(3), 363-395.
[14] Cravens, D., (1999) Strategic marketing (6th ed). Irwin, McGraw-Hill:
Boston, MA.
[15] Daft, R. L. (1978). A dual-core model of organizational innovation.
Academy of Management Journal, 21(2), 193-210.
[16] Day, G. S., (1990). Market-driven strategy: processes for creating value.
New York: The Free Press.
[17] Day, G. S. (1994). The capabilities of market-driven organizations.
Journal of Marketing, 58 (October), 37-52.
[18] Damanpour, F. (1991). Organizaitonal innovation: A meta-analysis of
effects of determinants and moderators. Academy of Management Journal,
34(3): 555-590.
[19] de Brentani, U. (2001). Innovative versus incremental new business
services: different keys for achieving success. Journal of Product
Innovation Management, 18:169-87.
[20] Delery, J. and Doty, D.H. (1996). Modes of Theorizing in Strategic
Human Resource management: Tests of universalistic, contingency, and
configurational performance predictors, Academy of Management
Journal (39:4), pp. 802-835.
[21] J. Kandampully, "Innovation as the core competency of a service
organisation: the role of technology, knowledge and networks," European
Journal of Innovation Management, vol. 5, no. 1, pp. 18-26, 2002.
[22] Doty, D. H. Glick, W. H. and Huber, G. P. (1993). Fit, equifinality, and
organizational effectiveness: a test of two configurational theories.
Academy of Management Journal. 36(6), 1196 - 1250.
[23] Drazin, R. and Van de Ven, A.H. (1985). Alternative Forms of Fit in
Contingency Theory, Administrative Science Quarterly (30:4), pp.
514-539.
[24] Fichman, R. G. (2001). The role of aggregation in the measurement of
information technology related organizational innovation. Minformation
systems Quarterly, 25(4), 427-455.
[25] Flippo, E. B. (1966). Management: a behavioral approach. Boston. MA:
Allyn and Bacon.
[26] Kohli, A.K. and Jaworski, B.J. "Market Orientation: the Construct,
Research Propositions, and Managerial Implications," Journal of
Marketing 54(2), 1990, pp. 1-18.
[27] Gallouj , F., & Weinstein, O. (1997). Innovation in service. Research
Policy, 26, pp. 537-556.
[28] Gold, A.H., Malhotra, A., and Segars, A.H. (2001). Knowledge
Management: An Organizational Capabilities Perspective, Journal of
Management Information Systems (18:1), pp. 185-214.
[29] Grover, V., & Goslar, M. D. (1993). The initiation, Adoption, and
Implementation of Telecommunications Technologies in U. S.
Organizations. Jmis, Summer, 10(1), 141-163.
[30] Han, J.K., Kim, N., Srivastava, R., (1998). Market orientation and
organizational performance: Is innovation a missing link? Journal of
Marketing 62 (4), 30−45.
[31] Henderson, J. and Venkatraman, N. (1993). Strategic Alignment:
Leveraging Information Technology for Transforming Organizations,
IBM Systems Journal (32:1), pp. 4-16.
[32] Henderson, J.C. and Venkatraman, N. (1999). Strategic Alignment:
Leveraging Information Technology for Transforming Organizations,
IBM Systems Journal (38:2/3), pp. 472-484.
[33] Hollins, B. and Shinkins, S. (2006). Managing service operations: Design
and implementation. Sage Publications Inc, London UK.
[34] Hunt, S. D., and Lambe, C. J. (2000). Marketing-s contribution to
business strategy: market orientation, relationship marketing and the
resource-advantage theory. International Journal of Management
Reviews. 2(1), 17 - 43.
[35] Jain, Subhash. C. (2000), Marketing Planning and Strategy, 6 th edition.
Cincinnati: South-Western College Publishing.
[36] Zott, C. (2003). Dynamic Capabilities and the emergence of Intra Industry
Differential Firm Performance: Insights from a Simulation Study,
Strategic Management Journal 24(2), pp. 97-126.
[37] Kotler, P., and Singh, R. (1981). Marketing warfare in the 1980s. Journal
of Business Strategy. 30 - 41.
[38] Kotler, P. (1983). How effective is your marketing. Nonprofit World
Report.
[39] Lafferty, B. A. and Hult, G. T. M. (2001).A synthesis of contemporary
market orientation perspectives, European Journal of Marketing. 35(1/2),
pp. 92-109
[40] Linder, J.C., Jarvenpaa, S., and Davenport, T.H. (2003). Towards an
Innovation Sourcing Strategy, MIT Sloan Management Review 44 (4), pp.
43-49.
[41] Lilien, G.L., Weinstein, D. (1984). An international comparison of the
determinants of industrial marketing expenditures. Journal of Marketing.
46 - 53.
[42] Levitt, T. (2002). Creativity Is Not Enough. Harvard Business Review.
[43] Luftman, J.N. and Brier, T.(1999). Achieving and Sustaining Business-IT
Alignment, California Management Review, (42:1), pp. 109-122.
[44] McCarthy, E. J. (1975). Basic Marketing (5th ed). Homewood, III rechad
D. Irwin inc.
[45] McCarthy, E. J. (1996). Basic Marketing: a Managerial Approach(12th
ed). Homewood, IL:Irwin.
[46] Miles, R.E. and Snow, C.C. (1984a) Fit, Failure and the Hall of Fame,
California Management Review (26:3), pp. 10-28.
[47] Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs,
NJ: Prentice Hall.
[48] Narver, J. C. and Slater, S. F. (1990). The effect of a market orientation on
business profitability. Journal of Marketing, 54(4), 20-35.
[49] Olson, E. M., Stater, S. F., & Hult, G. M. (2005). The Performance
Implications of Fit among Business Strategy, Marketing Organization
Structure, and Strategic Behavior. Journal of Marketing, 69(3), 49-65.
[50] O-Shaughnessy, J. (1984). Competitive marketing: A strategic approach,
Boston, Mass.: Allen and Unwin.
[51] Palmer, J. W., & Markus, L. M. (2000). The performance impacts of quick
response and strategic alignment in specialty retailing. Information
System Research, 11(3), 241-259.
[52] Pierce, J. L., & Delbecq, A. L. (1977). Organization structure, individual
attitudes and innovation. Academy of Management Review, 2(1), 26-37.
[53] Powell TC. (1992) Organizational alignment as competitive advantage.
Strateg Manage J; 13:119- 34.
[54] Porrass, J. I. and Robertson, P. J. (1992). Organizational development:
theory, practice and research. In M. Dunnette & L. M. Hough (Eds.),
Handbook of industrial and organizational psychology, (719-822 ) Palo
Alto: Consulting Psychologist Press.
[55] Porter, M. E. & Millar, V. E. (1985). How Information Gives You
Competitive Advantage. Harvard Business Review, 63(July-August),
149-160.
[56] Reich, B. H., & Benbasat, I. (1996). Measuring the linkage between
business and information technology objectives. Minformation systems
Quarterly, 20(1), 55-81.
[57] Sabherwal, R. and Grant, J.H. (1994). Integrating External and Internal
Perspectives of Strategic Information Technology Decisions, in: Research
in Strategic Management and Information Technology, N. Venkatraman
and J. Henderson (Eds.), JAI Press, England.
[58] Saini, A., & Johnson, J. L. (2005), Organizational capabilities in
e-commerce: An empirical investigation of e-brokerage service providers.
Journal of the Academy of Marketing Science, 33(3), 360-375.
[59] Scott Morton, M. (1995). The corporations of the 1990s. New York, NY:
Oxford University Press.
[60] Selnes, F., Wesenberg, P. (1993). Organizational processes in becoming
more market oriented. In R Varadarajan, B Jaworski (Eds.), Marketing
Theory and Applications, Vol. 4. Chicago. American Marketing
Association: 22-31.
[61] Siguaw, D.A., Simpson, P.M., and Baker, T.L. (1998). Effects of Supplier
Market Reaction on Distributor Market Orientation and the Channel
Relationship: The Distributor Perspective, Journal of Marketing 62, pp.
99-111.
[62] Sircar, S., Turnbow, J. L., & Bordoloi, B. (2000). A frame work for
assessing the relationship between information technology investments
and firm performance. Journal of Management Information Systems,
16(4), 69-97.
[63] Slater, S. F. and Olson, E. M. (2001). Marketing-s contribution to the
implementation of business strategy: an empirical analysis. Strategic
Management Journal. 22(11), 1055 - 1068.
[64] St. John, C. H. and Young, S. T. (1992). An exploratory study of pattern
of priorities and trade-offs among operations managers. Production and
Operation Management, 1(2), 50 - 133.
[65] Swift, R. S. (2001). Accelerating Customer Relationship: Using CRM and
Relationship Technologies. Prentice Hall. Upper Saddle River, New
Jersey.
[66] Tushman, N. L., & Nadler, D. A. (1986). Organizing for innovation.
California Management Review, 28(3), 74-92.
[67] Van de Ven, H., and Drazin, R. (1985), The concept of fit in contingency
theory. In B.M. Staw, L.L. Cummings (Eds.), Research in organizational
behavior, vol. 7 (p.p. 333-365). Greenwich, CT: JAI Press.
[68] Van de Ven, A. H. (1986). Central problems in the management of
innovation. Management Science, 32(5), 590-607.
[69] Venkatraman, N. (1984). Strategic Orientation of Business Enterprise:
The Construct and Its Measurement, Ph.D. Dissertation, University of
Pittsburgh, Pittsburgh, PA.
[70] Venkatraman, N. (1989) The concept of fit in strategy research: toward
verbal and statistical correspondence, The Academy of Management
Review (14:3), pp. 423-444.
[71] Venkatraman, N., & Prescott, J. E. (1990). Environment-Strategy
Coalignment: An Empirical Test of Its Performance Implications.
Business Source Complete, 11(1), 1-23.
[72] West, M. A., & Farr, J. L. (1990). Innovation at work. In M. A. West, & J.
L. Farr (Eds.), Innovation and creativityat work: Psychological and
organizational strategies. Chichester: Wiley.
[73] William, M. Pride. (1993). Marketing concepts and strategies (8th ed),
dwughton Miffin company, Boston.
[74] Woolfe, R. (1993) The Path to Strategic Alignment, Information Strategy:
the Executive Journal (9:2), pp. 13-23.
[75] Xu, H., Sharma, S.K., and Hackney, R. (2005). "Web Service Innovation
Research: Towards a dual-core Model," International Journal of
Information Management, 25(4), pp. 321-334.
[76] Xia, W. and King, W.R. (2006) Determinants of Organizational IT
infrastructure Capabilities, Retrieved April 12, 2006, from University of
Minnesota, MIS Research Center Working Papers Web site: from
http://misrc.umn.edu/workingpapers/fullpapers/2002/ 0210_030102.pdf,
2002.
[77] Zeithaml, V., Bitner, M. J., & Gremler, D. D. (2006). Services marketing:
Integrating customer focus across the firm (4th ed.). New York:
McGraw-Hill.
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@article{"International Journal of Business, Human and Social Sciences:61416", author = "Yue-Yang Chen and Hui-Ling Huang and Wan-Yu Yu and Chung-Lun Wei", title = "The Fit Effect Model among Facilitating Factors on Service Innovation Performance", abstract = "In recent years, though, the concept of fit has been
now in widespread used in strategic management research, it is in its
infancy for applying fit concept to service innovation issue. Therefore,
drawing on the concept of fit, this present research proposed an
innovation service fit model within service innovation, market
orientation, marketing strategy, and IT adoption are coexisted. The
perspective of fit as covariation will be employed to test the hypothesis
and identify the effects of fit. We contend that the fit among these four
factors will contribution to business performance. Finally, according
to the empirical data collected from manufacturing, service, and
financial industry in Taiwan, meaningful findings and conclusions
will be proposed and discussed.", keywords = "Service innovation, market orientation, IT adoption,
marketing strategy, fit", volume = "5", number = "5", pages = "723-6", }
