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Analysing a unique, domain-similar database including all horticulturalists in a major flower-producing country, this paper shows that a firm’s central position in a network significantly improves its financial performance. The effect of strategic positioning in a network is in large part mediated through its enhanced innovativeness. Strategically positioning in a network of firms contributesmoreto firm performance,bothdirectly as well as indirectly, than other strategic options a firm has available, such as seeking scale, seeking to diversify, pursuing cost advantages, or locating in a cluster. [ABSTRACT FROM PUBLISHER]

The appropriability regime (Teece 1986) that innovating service firms face is generally weaker than what firms in manufacturing sectors face. An important means to appropriate benefits from innovation that service firms can use is their reputation. This conceptual paper offers insights into how a firm's reputation helps in appropriating value from innovation. Depending on the nature of a service, different kinds of third parties come into play in establishing reputation. In helping firms establish a reputation, such third parties influence customer decisions to acquire a service. While 'to produce a service is to organise a solution to a problem', and thus does not involve a third party, is true for pure services in particular, for a service firm to benefit from innovation such others are involved. [ABSTRACT FROM AUTHOR]

Services form an important part of the economy today. Innovation for service firms is as important as for manufacturing, but the innovation process for service firms is comparatively little studied. In this paper, I review the literature there is on the innovation process for service firms, and make two suggestions for formalizing that process. The common thought that service firms do not innovate does not hold. Innovation is, however, often ad hoc for services, and it can therefore be difficult to measure firms' innovation efforts. These points are related to issues of appropriability of the benefits of innovation in services. The two issues primarily discussed in this paper — the possibilities of formalizing and appropriating in case of new service development — are central issues for service firms. It is here that this paper offers some contributions to the existing literature; it does not so much present an overview thereof. [ABSTRACT FROM AUTHOR]