| This study's objective was to develop a service innovation audit model that included two main levels: process audit and project audit. It also investigated the impact of service strategy on the service innovation performance measures that constituted sub-dimensions on the model proposed. Finally, it explored the role of information technology (IT) in service innovation. Because the service innovation literature was underreported, a case study research method explored the appropriateness and validity of the model proposed and the hypotheses developed, which stated that service organizations in the different quadrants of the service-process matrix needed to consider IT differently. The unique part of this thesis's methodology was that it did not adopt the concepts of technological innovation for developing an audit model for service innovations. The model depended on service literature in general and a case research methodology was used to validate it. Three in-depth case studies from the different quadrants of the service-process matrix were conducted. A case study protocol was used during the interviews to increase the validity of the results. In each case study, this study looked for converging evidence to the proposed model. The individual case studies demonstrated that the service innovation model proposed in this thesis is valid. Results also indicate that the dimensions in the model are management related (including top management support, resourcing and financing, teams and communication, and human resources that also includes sub-dimensions), service innovation process related (including tools and technology [information technology (IT)], market and market research, service product and process innovation that also includes sub-dimensions), service related (including co-production, heterogeneity, intangibility, and perishability), service innovation process, and performance of service innovations. This thesis's results also explicitly identify the sub-dimensions that service organizations need to use in auditing their service innovations. Moreover, results indicate that process audit is generic; however, project audit needs to be interpreted differently by service organizations utilizing different service strategies. Finally, the results indicate that service organizations operating in the different quadrants of the service-process matrix need to consider IT differently in order for them to get the most benefit out of it. |
