The Value Conception, Acceptance, and Ability Perspectives on Value Innovation

Abstract

This study integrates alternative and complementary perspectives to explain how different stakeholders evaluate a novel value creation opportunity in a service innovation context. Our empirical multi-case study findings induce a model that combines three stakeholder perspectives and three evaluation perspectives to show how the differences in attention, acceptance, and ability rule out promising value creation opportunities. The results show that in order to realize the value creation potential of a service innovation, stakeholders need to align and expand their respective value conception, value acceptance, and value ability sets to enlarge the cross section of shared perceptions. Our study contributes to innovation literature by integrating three complementary theories into a model to explain the service innovation receptivity among stakeholders.