Service innovation capability: a systematic literature review and research agenda

Figures & data

Figure 1. Implementation of the systematic literature review according to the SPAR-4-SLR protocol (Paul et al., 2021).

Table 1. List of articles in the literature review.

No.	Journal	Title	References	Type of article	Context	Theoretical approach(es)	Citations (based on Google Scholar)
(1)	International Journal of Physical Distribution & Logistics Management	The Relationship Between Strategic Orientation, Service Innovation, and Performance	Grawe et al. (2009)	Empirical	Logistics in the Chinese electronics manufacturing industry.	Resource-Based View	453
(2)	Journal of Service Management	Capabilities for Managing Service Innovation: Towards a Conceptual Framework	Den Hertog et al. (2010)	Theoretical	-	Resource-Based View and Dynamic Capabilities View	1052
(3)	International Journal of Services Technology and Management	Dynamic service innovation capability, radical service innovation and open business models	Cheng (2011)	Empirical	Taiwanese service firms.	Dynamic Capabilities View	17
(4)	The International Journal of Logistics Management	Organizational Structure and Logistics Service Innovation.	Daugherty et al. (2011)	Empirical	Logistics in the Chinese electronics manufacturing industry.	Strategy-Structure-Performance Framework and the Resource-Based View	200
(5)	International Journal of Knowledge Management Studies	A Conceptual Model for the Development of Service Innovation Capabilities in Research and Technology Organizations	Giannopoulou et al. (2011)	Theoretical	European research and technology organizations.	Resource-Based View	25
(6)	Industrial Marketing Management	Reconceptualizing Professional Service Firm Innovation Capability: Scale Development	Hogan et al. (2011)	Empirical	Professional services firms/ knowledge-intensive business services.	Capability-based view	291
(7)	International Journal of Services, Economics and Management	Service Innovation Capabilities: What Are They?	Gryszkiewicz et al. (2013)	Empirical	European research and technology organizations.	–	16
(8)	Journal of Business Research	Innovation and Business Success: The Mediating Role of Customer Participation	Ngo and O’Cass (2013)	Empirical	Australian firms.	Socio-Technical Systems Theory	410
(9)	Journal of Business Research	Exploring Innovation Driven Value Creation in B2B Service Firms: The Roles of the Manager, Employees, and Customers in Value Creation	O’Cass and Sok (2013)	Empirical	B2B firms in Cambodia.	Resource-Based View	183
(10)	Gadjah Mada International Journal of Business	Dynamic Marketing and Service Innovation for Service Excellence	Hariandja et al. (2014)	Empirical	Hotel industry in Indonesia.	Dynamic Capabilities View	16
(11)	International Journal of Information System Modeling and Design	Service innovation analytics: Leveraging existing unstructured data to assess service innovation capability	Kohler et al. (2014)	Empirical	Knowledge-intensive business services in Germany.	Dynamic Capabilities View	5
(12)	R&D Management	Dynamic Capabilities for Service Innovation: Conceptualization and Measurement’	Janssen et al. (2015)	Empirical	Organizations in The Netherlands.	Dynamic Capabilities View	146
(13)	Operations Management Research	The Development of Innovation Capability in Services: Research Propositions and Management Implications	Lillis et al. (2015)	Empirical	Operations function of organizations.	Resource-Based View and Dynamic Capabilities View	29
(14)	Research-Technology Management	Developing Global Service Innovation Capabilities: How Global Manufacturers Address the Challenges of Market Heterogeneity	Parida et al. (2015)	Empirical	Backend functions, e.g. R&D, of multinational manufacturers.	–	191
(15)	International Journal of Innovation Management	Service Innovation Performance and Information Technology: An Empirical Analysis from the Dynamic Capability Perspective	Plattfaut et al. (2015)	Empirical	European SMEs.	Dynamic Capabilities View	45
(16)	Asia Pacific Journal of Tourism Research	Competing Through Customer Social Capital: The Proactive Personality of Bed and Breakfast Operators	Tang (2015)	Empirical	Bed and breakfast enterprises in Taiwan.	Resource-Based View	33
(17)	Service Business	Developing Service Innovation Capability in the Hotel Industry	Tang et al. (2015)	Empirical	International tourist hotels in Taiwan.	Resource-Based View	104
(18)	The Journal of Services Marketing	Dynamic capabilities in aged care service innovation: the role of social assistive technologies and consumer-directed care strategy	Khaksar et al. (2017)	Empirical	Aged care service providers in Australia.	Dynamic Capabilities View	24
(19)	International Journal of Economic Research	Theoretical perspective of factors affecting customer perceived value	Tobing et al. (2017)	Theoretical	–	Resource-Based View	–
(20)	Simulation Modelling Practice and Theory	Modeling the impact of service innovation for small and medium enterprises: A system dynamics approach	Hsieh and Chou (2018)	Empirical	Manufacturing SMEs in Taiwan.	Resource-Based View	48
(21)	International Journal of Engineering & Technology	Service innovation capability, that spurs internationalization in Indonesian SMEs	Sudarmaji and Nasip (2018)	Empirical	Indonesian SMEs.	–	5
(22)	International Journal of Contemporary Hospitality Management	Market orientation and hotel performance: investigating the role of high-order marketing capabilities	Alnawas and Hemsley-Brown (2019)	Empirical	Hotels in the UK.	Resource-Based View	49
(23)	Resources, Conservation and Recycling	Pursuing green growth in technology firms through the connections between environmental innovation and sustainable business performance: Does service capability matter?	Fernando et al. (2019)	Empirical	Malaysian manufacturers that utilize green technologies.	Resource-Based View and Knowledge-Based View.	278
(24)	Asian Journal of Technology Innovation	Service innovation capabilities as the precursor to business model innovation: a conditional process analysis	Kiani et al. (2019)	Empirical	Pakistani mobile banking sector.	–	7
(25)	International Journal of Innovation and Learning	Can collaborative relationship stimulate innovation capability and improve performance in the hospitality industry?	Pongsathornwiwat et al. (2019a)	Empirical	Hospitality industry. Bangkok, Thailand.	Resource-Based View	5
(26)	Asia Pacific Journal of Tourism Research	How collaborative routines improve dynamic innovation capability and performance in tourism industry? A path-dependent learning model	Pongsathornwiwat et al. (2019b)	Empirical	Tourism industry in Thailand.	Dynamic Capabilities View	17
(27)	Canadian Journal of Administrative Sciences	The Influence of Service Innovation Capability for Self-Service Technology Investment	Tsou and Chen (2019)	Empirical	Computer industry in Taipei, Taiwan.	Service-Dominant Logic	4
(28)	International Journal of Innovation Management	The Antecedents of Dynamic Service Innovation Capabilities: The Moderating Roles of Market Dynamism and Market Orientation	Wu and Nguyen (2019)	Empirical	Retail industry in Vietnam and Taiwan.	Dynamic Capabilities View and Service-Dominant Logic	15
(29)	Human Systems Management	Service-innovation capability founded on knowledge from customers	Yasmeen et al. (2019)	Empirical	Banking sector of Pakistan.	–	7
(30)	Journal of Business Research	Building dynamic service analytics capabilities for the digital marketplace	Akter et al. (2020)	Empirical	–	Dynamic Capabilities View	41
(31)	Strategic Change	Investigating innovation capability and organizational performance in service firms	Al-kalouti et al. (2020)	Empirical	Jordanian banking sector.	–	40
(32)	The Journal of Asian Finance, Economics and Business	Factors affecting human capital and innovative entrepreneurial capabilities of tour operators: Evidence from Andaman Coast, Thailand	Hareebin (2020a)	Empirical	Tour operators in Thailand.	Resource-Based View	5
(33)	ABAC Journal	Operational guidelines for human capital and innovative tourism entrepreneurs in sustainable tourism perspectives: An analysis of tour operators in the Andaman Provinces of Thailand	Hareebin (2020b)	Empirical	Tourism industry in Thailand.	Resource-Based View	3
(34)	Business: Theory and Practice	Service innovation capability for enhancing marketing performance: An SDL perspectives	Heng et al. (2020)	Empirical	Indonesia. SMEs.	Service-Dominant Logic	5
(35)	The Journal of Business & Industrial Marketing	Proactive or responsive market orientation for stronger service innovation capability: the moderating roles of contractual and relational governance	Wang and Liu (2020)	Empirical	B2B context. Services outsourcing firms in China.	Transaction Cost Economics and Relational Exchange Theory.	9
(36)	International Journal of Bank Marketing	The opportunity and challenge of trust and decision making uncertainty: Managing co-production in value co-creation	Wu et al. (2020)	Empirical	B2C Banking services in Taiwan.	–	8
(37)	Fresenius Environmental Bulletin	Analysis on the influence of ecological innovation behavior based on analytic hierarchy process	Zhou (2020)	Empirical	Eco-innovation industry in China	–	–
(38)	Management Research Review	Drivers of emerging market professional service firm success: the role of internal firm competencies and capabilities	Mathew et al. (2021)	Empirical	Professional services SMEs in India.	Resource-Based View and Knowledge-Based View.	4
(39)	RAUSP Management Journal	The influence of dynamic capabilities on startup growth	Teixeira et al. (2021)	Empirical	Brazilian startups. New technology-based firms (NTBFs).	Dynamic Capabilities View	6
40)	Mathematical Problems in Engineering	Research on the Relationship between Data Empowerment and Service Innovation Capability of Logistics Platform Enterprise	Zhang and Hu (2021)	Empirical	Logistics platform enterprises.	–	3
(41)	Industrial Marketing Management	Does service-sales ambidexterity matter in business-to-business service recovery? A perspective through salesforce control system	Ahmad, Liu, Akhtar, et al. (2022)	Empirical	B2B sales organizations in Pakistan.	Motivation, Opportunity, and Ability Theory	1
(42)	SAGE Open	Ambidextrous Leadership and Service Recovery Performance Under B2B Selling Context: An Examination Through Service Innovation Capability	Ahmad, Liu, Asif, et al. (2022)	Empirical	B2B sales in Pharmaceuticals in Pakistan.	Conservation of Resources Theory.	1
(43)	Total Quality Management & Business Excellence	Measuring the dimensions of quality in service innovation: A dynamic capability and organizational competency perspective	Babaei and Aghdassi (2022)	Empirical	Service organizations in Iran.	Dynamic Capabilities View	2
(44)	European Journal of Innovation Management	The impact of social and organizational capital on service innovation capability during COVID-19: the mediating role of strategic environmental scanning	Blaique et al. (2022)	Empirical	Public and private sector firms in the UAE.	Dynamic Capabilities View	–
(45)	Journal of Business & Industrial Marketing	Business customer virtual interaction: enhancing value creation in B2B markets in the post-COVID-19 era–an SME perspective	Fready et al. (2022)	Empirical	B2B SMEs in the UAE.	–	1

Table 2. Geographic focus of the literature.

Number of papers	Geographical context
7	Taiwan
5	China
4	Pakistan
4	Thailand
3	Australia
3	Indonesia
2	Luxembourg
2	Germany
2	United Kingdom
2	United Arab Emirates
1	Cambodia
1	The Netherlands
1	Sweden
1	Malaysia
1	Jordan
1	India
1	Brazil
1	Iran
3	N/a

Table 3. Articles: antecedents, dimensions, mediating and moderating variables, and outcomes.

Study	Antecedents	Dimensions	Mediators	Moderators	Outcomes
Grawe et al. (2009)	Strategic orientations: Customer Orientation and Competitor Orientation	–	–	–	Market Performance
Den Hertog et al. (2010)	Signaling user needs and technological options; Conceptualizing; (Un-)Bundling; Co-Producing and Orchestrating; Scaling and Stretching; and Learning and Adapting	–	–	–	–
Cheng (2011)	–	–	–	Open Business Model	Radical Service Innovation
Daugherty et al. (2011)	Structural factors: Decentralization and Formalization	–	–	–	Market Performance
Giannopoulou et al. (2011)	External drivers: Government, Industry (Suppliers, Clients, Research and Technology Organizations), and Academia Internal drivers: Service Innovation Strategy, Organizational Assets, and the New Service Development Process	–	–	–	–
Hogan et al. (2011)	–	Client-Focused Innovation Capability, Marketing-Focused Innovation Capability, and Technology-Focused Innovation Capability	–	–	–
Gryszkiewicz et al. (2013)	Service Innovation Strategy, New Service Development Process (Design, Analysis, Development and Launch) and Resources (Intellectual, Structural, Relational, Information Technology, and Financial)	–	–	–	–
Ngo and O’Cass (2013)	–	–	Customer Participation	–	Service Quality
O’Cass and Sok (2013)	–		–	Transformational Leadership	Value Offering
Hariandja et al. (2014)	–	Sensing, Seizing, and Transforming	–	–	–
Janssen et al. (2015)	Sensing User needs, Technological Options, Conceptualizing, Coproducing and Orchestrating, and Scaling and Stretching	–	–	–	–
Lillis et al. (2015)	Profit instability that leads to the restructuring of operations and behavioral and technical operational competencies	–	–	–	–
Parida et al. (2015)	Developing Global Customer Insights, Integrating Global Knowledge, Creating Global Service Offerings, and Building Global Digitalization Capabilities	–	–	–	–
Plattfaut et al. (2015)	–	Sensing, Seizing, and Transformation	–	–	–
Tang (2015)	Customer Social Capital	–	–	–	Performance
Tang et al. (2015)	Knowledge Sharing	–	–	–	–
Khaksar et al. (2017)	–	–	–	–	Social assistive technologies service enablement and social assistive technologies mediation
Tobing et al. (2017)	–	–	–	Service Marketing Capability	Service Marketing Capability and Customer Perceived Value
Hsieh and Chou (2018)	Market Adaptability, Knowledge Application Capability, Collaboration Abilities, and Effective Application of Information Technology	–	–	–	–
Sudarmaji and Nasip (2018)	Sales and Marketing; and Product Launch	–	–	–	–
Alnawas and Hemsley-Brown (2019)	Market Orientation	–	SIC mediates the relationship between Marketing Orientation and Hotel Performance	Customer Relationship Management Capability Partial support for Branding capability	Hotel Performance
Fernando et al. (2019)	Eco-Innovation Regulation, Supplier Involvement, Market Focus	–	SIC mediates the relationship between Market Focus and Economic Performance; Supplier Involvement and Economic Performance; Technology and Economic Performance; Cross-Functional Coordination and Environmental Performance; Market Focus and Social Performance; Supplier Involvement and Social Performance; and Technology and Social Performance.	–	Environmental Performance and Social Performance
Kiani et al. (2019)	–	–	Service Innovation Success SIC mediates the relationship between Service Innovation Success and Business Model Innovation	Knowledge Exploration Practices	Business Model Innovation
Pongsathornwiwat et al. (2019a)	Collaboration (Collaborative Networks)	–	Supply Chain Collaboration	–	–
Pongsathornwiwat et al. (2019b)	–	–	–	Collaborative Routines	Performance Improvement
Tsou and Chen (2019)	–	–	Partial support for Electronic Customer Relationship Management Marketing Programs and Electronic Customer Relationship Management Operational Programs	Partial support for Electronic Customer Relationship Management Operational Programs	Self-Service Technology Investment, Electronic Customer Relationship Management Marketing Programs, and Electronic Customer Relationship Management Operational Programs
Wu and Nguyen (2019)	Learning Orientation, Knowledge Resources, and Relationship-Based Assets	–	–	Market Dynamism and Market Orientation	Service Innovation, Competitive Advantage, and Organizational Performance
Yasmeen et al. (2019)	Knowledge About Customers, Knowledge for Customers, Knowledge from Customers, and Knowledge Co-Created with Customers	–	–	–	Reciprocal relationship with antecedents: Knowledge About Customers, Knowledge for Customers, Knowledge from Customers, and Knowledge Co-Created with Customers
Akter et al. (2020)	–	Service Innovation and Adaptiveness Capability is a dimension of Dynamic Service Adaptiveness Capability	–	–	–
Al-kalouti et al. (2020)	Organizational Culture, Knowledge Sharing, Resource Management, and Customer Engagement	–	–	–	Financial Performance and Non-Financial Performance
Hareebin (2020a)	Systemic Capabilities (Structures and Systems), Knowledge Capabilities, Entrepreneurial and Strategic Orientation, and Networking Capabilities	Entrepreneurial Orientation, Market Orientation, Service Co-production, Information Technology Adoption, and Learning Orientation	–	–	Non-Financial Organizational Performance (increase in customers, increase in tourism routes, effective tourism networking, increase in personnel numbers)
Hareebin (2020b)	Social Capital, Entrepreneurship Orientation, and Strategic Orientation	–	–	–	Firm Performance
Heng et al. (2020)	Customer Orientation	–	SIC mediates the influence of Customer Orientation on Marketing Performance.	–	Marketing Performance and Customer-Centric Strategy
Wang and Liu (2020)	Proactive Market Orientation and Responsive Market Orientation	–	–	–	Service Firm Performance
Wu et al. (2020)	–	–	–	Service Innovativeness moderates the relationship Coproduction and Value Co-Creation	–
Zhou (2020)	Innovation of Service Delivery (intensity of staff training, quality of employees, employee incentive mechanisms); Service Concept Innovation (company culture, leadership attitude, market analysis and development, awareness of competitors, marketing channel innovation, product innovation capability, customer communication and cooperation), and Customer Interface Innovation (customer demand analysis, customer file management, service personalization, remediation, organizational structure)	–	–	–	–
Mathew et al. (2021)	Human Capital	–	Service Innovativeness mediates the relationship between Human Capital and Financial Performance	–	–
Teixeira et al. (2021)	–	–	–	–	New Technology-Based Firm Growth
Zhang and Hu (2021)	Data Empowerment, Interactive Cooperation, and Resource Integration	–	–	–	–
Ahmad, Liu, Akhtar, et al. (2022)	Service-Sales Ambidexterity	–	–	Resistance to Change moderates the relationship between Service-Sales Ambidexterity and SIC	–
Ahmad, Liu, Asif, et al. (2022)	Opening Leader Behavior and Closing Leader Behavior	–	SIC mediates the relationship between Opening Leader Behavior and Service Recovery Performance	–	Value-Based Selling Strategy, Adaptive Selling Strategy, and Service Recovery Performance
Blaique et al. (2022)	Organizational Capital and Strategic Environmental Scanning	–	–	–	–
Fready et al. (2022)	–	–	–	–	Business-Customer Virtual Interaction

Table 4. Methodology-based clustering of the literature.

No.	References	Methodology
(1)	Grawe et al. (2009)	Quantitative (survey, n = 304), statistical analysis
(2)	Den Hertog et al. (2010)	N/a
(3)	Cheng (2011)	Quantitative (survey, n = 209), statistical analysis, CB-SEM in AMOS 7
(4)	Daugherty et al. (2011)	Quantitative (survey, n = 304), statistical analysis, CB-SEM in AMOS 7
(5)	Giannopoulou et al. (2011)	N/a
(6)	Hogan et al. (2011)	Mixed methods (interview, n = 37; survey, n = 463), content analysis, NVivo; statistical analysis, CB-SEM in LISREL 8.5.1
(7)	Gryszkiewicz et al. (2013)	Qualitative (interview, n = 34), thematic analysis
(8)	Ngo and O’Cass (2013)	Quantitative (survey, n = 155), statistical analysis, PLS-SEM in PLS Graph 3.00
(9)	O’Cass and Sok (2013)	Quantitative (survey, n = 157), statistical analysis, PLS-SEM in PLS Graph 3.00
(10)	Hariandja et al. (2014)	Qualitative (interview, n = 3), content analysis, NVivo 10
(11)	Kohler et al. (2014)	Mixed methods (interview, n = 5; text mining of annual report, n = 455)
(12)	Janssen et al. (2015)	Quantitative (survey, n = 391), statistical analysis, CB-SEM in AMOS 18
(13)	Lillis et al. (2015)	Qualitative (questionnaire, n = 7; interview, n = 12; document analysis), content analysis
(14)	Parida et al. (2015)	Qualitative (workshop, n = 10; interview, n = 47), content analysis
(15)	Plattfaut et al. (2015)	Quantitative (survey, n = 500), statistical analysis, PLS-SEM in SmartPLS 2.0
(16)	Tang (2015)	Quantitative (survey, n = 156), statistical analysis, CB-SEM
(17)	Tang et al. (2015)	Quantitative (survey, n = 147), statistical analysis, CB-SEM
(18)	Khaksar et al. (2017)	Quantitative (survey, n = 335), statistical analysis, CB-SEM
(19)	Tobing et al. (2017)	N/a
(20)	Hsieh and Chou (2018)	Qualitative (interview, n = 3), computer simulations
(21)	Sudarmaji and Nasip (2018)	Quantitative (survey, n = 38), statistical analysis
(22)	Alnawas and Hemsley-Brown (2019)	Quantitative (survey, n = 216), statistical analysis, CB-SEM in AMOS 23.0
(23)	Fernando et al. (2019)	Quantitative (survey, n = 95), statistical analysis, PLS-SEM in SmartPLS 3.0
(24)	Kiani et al. (2019)	Quantitative (survey, n = 365), statistical analysis, CB-SEM in AMOS 21
(25)	Pongsathornwiwat et al. (2019a)	Quantitative (survey, n = 84), statistical analysis
(26)	Pongsathornwiwat et al. (2019b)	Quantitative (survey, n = 181), statistical analysis
(27)	Tsou and Chen (2019)	Quantitative (survey, n = 175), statistical analysis, PLS-SEM in PLS Graph 3
(28)	Wu and Nguyen (2019)	Quantitative (survey, n = 258), statistical analysis, PLS-SEM
(29)	Yasmeen et al. (2019)	Quantitative (survey, n = 319), statistical analysis, CB-SEM in AMOS 21
(30)	Akter et al. (2020)	Qualitative (systematic literature review, n = 17; interview, n = 30), thematic analysis
(31)	Al-kalouti et al. (2020)	Quantitative (survey, n = 160), statistical analysis
(32)	Hareebin (2020a)	Qualitative (document analysis; interview, n = 19), content analysis
(33)	Hareebin (2020b)	Mixed methods (interview, n = 20; survey, n = 360), descriptive analysis; statistical analysis, CB-SEM in LISREL
(34)	Heng et al. (2020)	Quantitative (survey, n = 145), statistical analysis, CB-SEM in AMOS 23
(35)	Wang and Liu (2020)	Quantitative (survey, n = 336), statistical analysis
(36)	Wu et al. (2020)	Quantitative (survey, n = 238), statistical analysis
(37)	Zhou (2020)	Quantitative (survey, n = 50), analytic hierarchy process
(38)	Mathew et al. (2021)	Quantitative (survey, n = 251), statistical analysis, CB-SEM in AMOS 25
(39)	Teixeira et al. (2021)	Quantitative (survey, n = 137), statistical analysis
(40)	Zhang and Hu (2021)	Quantitative (survey, n = 360), statistical analysis, CB-SEM in AMOS 21
(41)	Ahmad, Liu, Akhtar, et al. (2022)	Quantitative (survey, n = 430), statistical analysis, CB-SEM in AMOS 24
(42)	Ahmad, Liu, Asif, et al. (2022)	Quantitative (survey, n = 286), statistical analysis, PLS-SEM in SmartPLS 3.2.8
(43)	Babaei and Aghdassi (2022)	Qualitative (questionnaire, n = 2; interview, n = 7), thematic analysis
(44)	Blaique et al. (2022)	Quantitative (survey, n = 188), statistical analysis, PLS-SEM in SmartPLS 3
(45)	Fready et al. (2022)	Qualitative (interview, n = 12), content analysis

Table 5. Propositions for impactful future research.

Thematic area	Propositions for impactful future research based on identified research gaps
Theory	Stronger justification for theories applied in SIC research
	More multidisciplinary or interdisciplinary research to develop and extend theoretical approaches applicable to this topic
Context	Research in heretofore overlooked regions, including North America, Africa, or Russia
	Cross-national or cross-cultural research to confirm the generalizability of results or explore differences and similarities between regions
	Comparative studies of dimensions, antecedents, or performance between sectors, public and private organizations, and manufacturers and ‘pure’ service industries
Characteristics	Application or adaptation of the comprehensive and novel definition of SIC proposed in this research
	Identify dimensions of SIC through coordinated research
	Clearly specify drivers of SIC, analyze their interaction, and determine which is most influential
	Explore the impact of other moderating variables, such as the role of culture, a supportive innovation climate, and resistance to change
Methodology	Qualitative or mixed method approaches to identify managerial practices, motivations, and challenges relating to SIC management
	Longitudinal research; exploring changes in SIC over time, validate causal relationships between variables, or investigate long-term trends
	Develop and validate multidimensional, formative measures of SIC
	Design a SIC maturity model to provide descriptive assessments and prescriptive guidance to managers

Figure 2. An organizing framework for firm-level service innovation capability.

Table 6. Table of contributions.

Contribution to research	Implications for managers
Although there are several systematic reviews of innovation capability literature in the context of manufacturing organizations, this study is the first of its kind to take stock of existing knowledge on service innovation capability. It harmonizes fragmented research and provides scholars with a strong foundation for advancing the field.	Managers can gain practical tips for enhancing their organization’s service innovation capability and focus their efforts on categories of antecedents.
Based on identified gaps in SIC research, this study proposes a research agenda with 13 clear propositions for impactful future research.	The study offers a preview of what they can expect from future SIC research.
Assembles, structures, and integrates findings from disparate studies using an organizing framework to illustrate the relationships between key factors (antecedents, dimensions, mediators and moderators, and outcomes) in SIC’s nomological network and guide future researchers.
Reconciles existing definitions of service innovation capability by presenting a novel and original understanding based on common themes.

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