ServiceFriday: And the Service Innovation Award for Best Actor Goes To…

Believe it or not, the Academy Awards (commonly known as the Oscars) do not have set criteria for what distinguishes a leading actor from a supporting actor. However, unlike the Academy, the criteria for a lead actor and supporting actor in frontline employees (FLE) are very clear in regards to service innovation. The leading role of FLE is comprised of idea creators, developers, and implementers. The supporting role of FLE is made up of problem reporters, advisors, and executors.  But how exactly does the role of FLE affect their involvement in the service innovation process?

A study published in a recent issue of Creativity and Innovation Management sought to answer this question. The researchers conducted a multiple case study using eight different cases representing service firms: A telecom equipment and service provider, a mechanical equipment provider, a hospital, a rehabilitation center, a gas equipment manufacturing company, and a spa resort (ultimately broken down into three cases: spa, restaurant, and hotel). Archival data was collected, observations were made, and 50 interviews were conducted to investigate how FLE contributed to service innovation.

The results showed that the lead actors of service innovation fell under the employee-driven process whereas the supporting actors were found in the management-driven process. These processes were then broken into two sub-processes: Formal and informal. The formal process of service innovation is planned, initiated, and led by management. The informal process is when service innovation originates from FLE and their work practices.

FLE in the employee-driven processes (lead actors) were found to be much more engaged in the service innovation process and researchers reiterated the three types of lead actors: Creators, developers, and implementers. The findings indicate that these roles helped FLE to invest themselves more deeply in the service innovation process as they held much more control of the process.

FLE in the management-driven processes (supporting actors) were seen as being more distant from the service innovation process. Researchers also reaffirmed their prior types as reporters, advisors, and executors. The supporting actors acted much more distant and passive in the service innovation process due to the lack of control they had.

Managerial implications

Managing FLE is dependent on if the employee is a lead actor or supporting actor. Importantly, researchers do not identify either actor as good or bad; they both contribute to service innovation in different ways. 

For lead actors, management may face the problem of FLE not being able to complete their day-to-day work due to having to allocate time and resources to the service innovation process. Researchers recommended managers allow lead actors limited time to create and develop an idea before passing it on to a “back-office operation”.

For supporting actors, FLE may seem disengaged and passive when it comes to the service innovation process. This is due to supporting actors only being involved on a temporary and part-time basis. Researchers suggest that managers inform supporting actors of why they are involved in the process so that there is not confusion going forward.

To read the full article, go to Creativity and Innovation Management. (A fee may apply.)