Service innovation through boundary-spanning and collaboration of front-line employees and middle managers

To explore the boundary-spanning and collaborative behaviors and characteristics that enable front-line employees and middle managers to develop innovation in service organizations. The dissertation will identify the elements that are needed to effectively manage the innovation process to develop service innovation.SERVICE INNOVATION THROUGH BOUNDARY-SPANNING AND COLLABORATION OF FRONT-LINE EMPLOYEES AND MIDDLE MANAGERS Purpose Statement This research will enable senior managers in service organizations to take a proactive approach to hiring and developing front-line employees and middle managers by reinforcing and motivating desired behaviors, hiring personnel with identified characteristics, and ensuring the proper conditions exist for service innovation to be developed. Results To explore the boundary-spanning and collaborative behaviors and characteristics that enable front-line employees and middle managers to develop innovation in service organizations. The dissertation will identify the elements that are needed to effectively manage the innovation process to develop service innovation. Advisors: Dr. Deborah Wharff, Dr. Wanda Wagner Implications for Practitioners (Management) Karen K. Carmack The Graduate School University of Maryland University College, Adelphi, MD A systematic review was conducted to answer the research question: •A total of 828 articles were initially returned. •After screening, 57 articles underwent quality appraisal by applying a standard Weight of Evidence framework. •Forty-five empirical articles were subsequently selected for inclusion in a realist synthesis. •Using MAXQDA, first and second cycle coding processes were applied to the final data set, resulting in 28 descriptive themes within four categories. Research Question What boundary-spanning and collaborative behaviors and characteristics enable front-line employees and middle mangers to develop innovation in service organizations? Method: The Process of Discovery • Front-line employees exhibited four boundary-spanning behaviors: demonstrating situational awareness, generating ideas, interacting with customers, and absorbing knowledge. They possessed one boundary-spanning characteristic, being intrinsically motivated. And two factors identified as both a behavior and characteristic, exhibiting innovation effort and sharing knowledge. • Middle managers exhibited five boundary-spanning behaviors: facilitating, serving as a conduit for knowledge sharing, creating a shared perspective, mobilizing creative talent, and allocating resources. They possessed three characteristics: having personal power, being customer-focused, and being engaged. And two factors identified as both a behavior and characteristic: fostering team collaboration, and serving as a change agent. • Collaborative behaviors of front-line employees and middle managers were: co-creating innovation, stimulating growth/learning, and providing input into processes. One collaborative characteristic emerged, which was extrinsic motivation. Two factors identified as both a behavior and a characteristic: interpersonal trust, and open communication. • It is not enough for front-line employees and middle managers to exhibit boundary-spanning and collaborative behaviors and characteristics, but other factors such as an effective innovation climate, senior management support, and a way to minimize potential barriers must be in place to enable service innovation. Implications for Scholars This dissertation extends research on service innovation. Future researchers can examine the motivation factors of front-line employees and middle managers that incent them to exhibit innovative behaviors in service organizations. Moreover, further insights can be gained by examining how to maximize and capitalize upon the innovation effort exerted by these groups. Theoretical Framework • Diffusion of innovation (Rogers, 2003) • Sensemaking (Weick, Sutcliffe, & Obstfeld, 2005) • Leader-member exchange (Uhl-Bien, 1995) • Organizational structure (Rapert & Wren, 1998) The Problem for Practitioners Conceptual Model Service organizations need the ability to effectively develop innovation in order to distinguish themselves from the competition and show profit for their shareholders, but the nature of these organizations is not conducive to traditional R&D methods