Dr Renu Agarwal

Agarwal, R., Green, R. & hall, r. 2012, 'Management Education for Organizational and Managerial innovation' in Pitsis, Tyrone; Simpson, Ace; Dehlin, Erlend (eds), Handbook of Organizational and Managerial Innovation, Edward Elgar, Cheltenham Uk, Northampton MA, USA, pp. 189-216.
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This chapter critically considers the role of management education in managerial and organizational innovation with a particular emphasis on the way in which business schools in the future might be better able to develop management competencies and attributes that encourage innovation in, and of, organizations.

Agarwal, R. & Selen, W. 2011, 'An Integrated View of Service Innovation in Service Networks' in Demirkan, Haluk; Spohrer, James C.; Krishna, Vikas (eds), Service Systems Implementation, Springer, US, pp. 253-273.
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This chapter provides an insight into how service innovation may be enabled in service systems. In particular, we look at the ability of the organizational networks to collaboratively generate the capacity to adapt to changing circumstances rather than as individual firms on their own, using the RARE (Resources, Activities and Routines configured and reconfigured through Entrepreneurial actions) strategic framework. This leads into unraveling the complexity of strategic decision making in service networks through co-evolutionary adaptation, or the learning of organizations over time and the resulting virtuous process of experience, learning, and dynamic capabilities enabling them to respond to and launch a variety of competitive actions. Finally, we report on how service networks can address the duality of dynamic control capacity and responsiveness, known as the Paradox of Flexibility, through linking strategic and operational capabilities, as well as customer-supplier duality capabilities, in real time. This in the end results in innovation in services or our notion of "elevated" service offerings.

Agarwal, R., Green, R., Brown, P.J., Tan, H. & Randhawa, K. 2013, 'Determinants of quality management practices: An empirical study of New Zealand manufacturing firms', International Journal Of Production Economics, vol. 142, no. 1, pp. 130-145.
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A large body of research in recent years has resulted in the accumulation of knowledge about better (worse) management practices for manufacturing firms. Given the wide dissemination of knowledge about practices such as Lean Manufacturing, the importance of goal-setting, performance management systems, employee promotion and reward structures, it is unclear why some firms do not adopt these broad-based management practices. If there are management practices that have the potential to universally increase productivity of manufacturing firms, their lack of adoption by all firms in such markets remains a pertinent question. New Zealand is a small open economy facing competitive pressure from both its geographical distance from large markets and its minimum wage, which is above key international competitors. In this context we use a novel survey tool designed by Bloom and Van Reenen (2007) and McKinsey & Co. to construct a Management Practices Score (MPS) based on 18 management practices from 152 medium- and large-sized New Zealand manufacturing firms. We find that the MPS is positively associated with various firm productivity performance indicators, particularly profit per employee and firm sales, indicating that the MPS captures relevant information about management practices. We find that firm size, ownership structure, and the level of education among both managers and non-managers positively impacts management performance. Unlike the findings in earlier international research, we find that competition does not have an association with management practices. The findings here contribute to understanding why best management practices are not universally adopted by manufacturing firms.

Agarwal, R., Choi, J., Ramamurthy, R., Selen, W. & Selim, H.M. 2012, 'Service-Oriented Architecture as A Driver of Service Innovation in Newly Emerging Service Systems: An Exploratory View', International Journal of Information Processing and Management, vol. 3, no. 2, pp. 85-97.
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Innovation in services can be regarded as an inter-play of service concepts, service delivery practices, client interfaces, and service delivery technologies. Furthermore, innovations in services are increasingly brought to the market by networks of firms, selected for their unique capabilities and operated in a coordinated manner, referred to as a service system or service value network (SVN). Bringing such service innovations to market by a network of firms requires extensive coordination and integration of data, information/knowledge and processes, while ensuring strategic alignment of partnering firms. In this research we examine how Service-Oriented Architecture (SOA), and its effect on Information Technology Infrastructure Flexibility (ITIF), may act as a potential enabler for recently identified organizational drivers of services innovation in a service system, namely Collaborative Architecture Management (CAM) and Collaborative Organizational Infrastructure (COI). A preliminary qualitative study of a Telco and its partners in the Middle East validates the dynamic capabilities at play in our proposed research model.

Agarwal, R. & Selen, W. 2011, 'Multi-dimensional nature of service innovation: Operationalisation of the elevated service offering construct in collaborative service organisations', International Journal of Operations and Production Management, vol. 31, no. 11, pp. 1164-1192.
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Purpose + Innovation in services is thought to be multi-dimensional in nature, and in this context the purpose of this paper is to present and operationalise the concept of +elevated service offerings+ (ESO) in collaborating service organisations. ESO stands for new or enhanced service offerings which can only be eventuated as a result of partnering, and which could not be delivered on individual organisational merit. ESO helps us expand our understanding of service innovation to include a service network or service system+s dimension.

Agarwal, R. & Selen, W. 2009, 'Dynamic Capability Building in Service Value Networks for Achieving Service Innovation', Decision Sciences, vol. 40, no. 3, pp. 431-475.
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Service organizations increasingly create new service offerings that are the result of collaborative arrangements operating on a value network level. This leads to the notion of Ô++elevated service offerings,Ô+ our definition of service innovation, implying new or enhanced service offerings that can only be eventuated as a result of partnering, and one that could not be delivered on individual organizational merits. Using empirical data from a large telecommunications company, we demonstrate through structural equation modeling (SEM) that higher-order dynamic capabilities in services are generated as a result of collaboration between stakeholders. Furthermore, it is through collaboration and education of the stakeholders that additional higher-order capabilities emerge (customer engagement [CuE], collaborative agility [CA], entrepreneurial alertness [EA], and collaborative innovative capacity), all of which influence the service innovation outcome. Our study also reveals empirical evidence for an ongoing process of continuous dynamic capability building in accordance with the changing dynamics of business. Managers of service organizations should recognize the potential embedded in these higher-order skill sets, starting from collaboration, learning, and management of creative ideas for both strategic and operational benefits. Moreover, the capabilities of CA, EA, and CuE are even more important in managing the flexibility, timely delivery, and reliability of service offerings. Managers should take measures to inculcate, promote, and manage these dynamic capability skill sets to foster innovation in services.

Sajib, S. & Agarwal, R. 2013, 'Achieving dynamic capability through collaborative ICT infrastructure: a strategic driver of SME's in an emerging economy to participate in collaborative value network', Driving the Economy through Innovation and Entrepreneurship: Emerging Agenda for Technology Management, Bangalore, July 2012 in International Conference on Technology Management (ICTM) 2012 conference, ed Bala Subramanya, MH; Balachandra, P; Srinivasan, R; Akhilesh, KB. Iyer, PP; Mukopadhyay, C; Ramachandran, P; and Mathirajan, M., Springer, Bangalore, India, pp. 139-150.
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Increasingly, small and medium enterprise firms (SMEs) in emerging economies are partnering with large multi-national firms within a Ô++Service Value Network (SVN)Ô++. Moreover, these firms are short of resources such as human capital, financial capital, and know-how, which are essential for innovation, development of new technologies, and maintaining sustainable competitive advantage. This paper draws on existing constructs on Collaborative Organisational Infrastructure (COI), Collaborative Architecture Management (CAM) and Information Technology Infrastructure Flexibility (ITIF) from extant literature to demonstrate the importance of governance, leadership, Information and Communication Technologies (ICT) infrastructure, and business IT infrastructure flexibility in achieving effective Collaborative Entrepreneurial Alertness (CEA). In particular, this paper theoretically postulates the flow-on effects of partnering in a SVN fostering Entrepreneurial Alertness (EA) capability on individual SME firmsÔ++ capability.

Scerri, M. & Agarwal, R. 2013, 'The Evolution of the Production Function: transition to the "Value Creation Cube"', Driving the Economy through Innovation and Entrepreneurship: Emerging Agenda for Technology Management, Bangalore, July 2012 in International Conference on Technology Management (ICTM) 2012 conference, ed Bala Subramanya, MH; Balachandra, P; Srinivasan, R; Akhilesh, KB. Iyer, PP; Mukopadhyay, C; Ramachandran, P; and Mathirajan, M., Springer, Bangalore, India, pp. 605-616.
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This paper is theoretical in nature and follows the evolution of production in the context of developed nations. We begin with the physical nature of industrial economies of the past, move to the service- and knowledge-based economies of the present, and incorporate the emerging creative industries where human creativity forms the basis on which value is created. Paralleled tothis isthe contributions of academic scholars whose theories and models have provided understanding and meaning at each of these evolutionary stages. The paper culminates with our contribution which recombines aspects of each of the models to form the Value Creation Cube framework. The Value Creation Cube framework represents the different perspectives of production, including the human elements of customers, suppliers, shareholders, employees and managers, whilst also provisioning for the technical components that enable the efficient communication and integration of each of the sub-components.

Agarwal, R. & Selen, W. 2012, 'The impact of Culture, Leadership, Governance, and ICT Systems on Service Innovation in Service Value Networks', IEEE International Conference on Industrial Engineering and Engineering Management, Hong Kong, December 2012 in The IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), ed Berg,D;Xie, M;Jiao, R; Kwong, S;Ng, S.H., IEEE, Hong Kong and Singapore, pp. 1-5.
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This study investigates the impact of organisational leadership and governance, ICT infrastructure and organizational culture on innovation in services, using empirical data from a major Australian telecommunication service provider and its partnering organisations. Our empirical results show that governance, leadership, organisational culture, and ICT integration attributes all contribute significantly to the creation and delivery of innovation in services. Governance strategies tend to structure and regulate the conduct of the parties in an exchange, however when integrated, they constrain the latitude of decision making within the relationship. It is important that an environment of mutual support and culture is created to establish volitional compliance amongst partners. This is possible only through collaborative communication, openness and trust, with seamless integration of ICT systems, which allows transparent flow of information for real-time decision making.

Sajib, S. & Agarwal, R. 2012, 'Mobilizing Innovation Capability From Service Value Network to Partnering Companies: A Theoretical Study', 26th ANZAM Annual Conference, Perth, December 2012 in Managing for Volatility and Stability, ed Soontiens, W, ANZAM Curtin University, Perth, pp. 1-19.
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Business firms are increasingly becoming dependent on each other to deliver services to their customers. Due to rapid changes in market conditions such as introduction of new technologies, changing customer preferences, and increasing competitive pressures on firms, the ability to build innovative capability has become a key resource and an asset. In the context of service firms, there is a growing trend of collaboration between firms facilitating value creation, Nevertheless, it is important to understand value creation in the reverse manner ie.; do networks facilitate value for individual firms in return, and are there linkages between capabilities of networks, and capabilities of individual partnering companies. As evident from extant literature, the nature and type of linkage between firms in a business network plays a critical role in facilitating innovation capability building of the network. However, in order to effectively learn from the network service firms need to possess sufficient learning capacity to transform that into innovation capability within their own firm. This paper addresses the development of innovative capability of a partnering firm resulting from a collaborative arrangement; with this backdrop the paper presents a theoretical framework.

Sankaran, S. & Agarwal, R. 2012, 'Rethinking project management goals and methods to suit service systems', ISSS 2012, San Jose, CA, USA, July 2012 in Proceedings of the 56th Annual Meeting of the ISSS, ed Wilby, J., ISSS, York, United Kingdom, pp. 1-14.
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Industrial economies of the past are now moving towards becoming service-intensive, creative and knowledge-based economies that incorporate human creativity and social capital as the basis of value creation and productivity improvements. Moreover, they are radically transforming the manner in which they design, deliver and operate, thereby creating new services and market opportunities. Further, the fact that services are varied, have unique attributes + such as intangibility, heterogeneity, perishability, and inseparability (simultaneous consumption and delivery) + with the customer as a provider of input, make them complex in nature and difficult to understand and analyse. This has inspired a flurry of activity in government, industry and universities. There is now a growing recognition of the need for transdisciplinary research and new business models to propel innovation in services, commonly referred to as Services Science + an interdisciplinary cross-functional stream that brings together engineering, social sciences and management. In addition, business success is becoming less associated with tangible outcomes, embedded value and physical transactions, but more reliant on intangible resources, relationships, networks and co-creation of value. In the unfolding global economy, supply chains and value networks play a crucial role, and service organisations have to find innovative ways for attaining sustainable competitive advantage. Beyond this direct economic contribution, service industries have an ongoing role to deliver considerable indirect embodied value to goods production.

Agarwal, R., Choi, J., Ramamurthy, R., Selen, W. & Selim, H.M. 2011, 'How can Service-Oriented Architecture drive Service Innovation in newly emerging Service Systems?', Jeju Island, Korea, November 2011 in The 7th International Conference on Advanced Information Management and Service, ed Dr. Franz I.S. Ko (Dongguk University, Korea / IBC, UK), Dr. Kae Dal Kwack (IEEE Seoul Section, Chair, Hanyang University, Korea),Dr. Soonwook Hwang (KISTI, Korea),Dr. Shigeo Kawata (Utsunomiya University, Japan),Dr. Yen-Wei Chen (Ritsumeikan Univer, IEEE, Korea, pp. 1-6.
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Innovation in services can be regarded as an inter-play of service concepts, service delivery practices, client interfaces, and service delivery technologies. Furthermore, innovations in services are increasingly brought to the market by networks of firms, selected for their unique capabilities and operated in a coordinated manner, referred to as a service system or service value network (SVN). Bringing such service innovations to market by a network of firms requires extensive coordination and integration of data, information/knowledge and processes, while ensuring strategic alignment of partnering firms. In this research we examine how Service-Oriented Architecture (SOA), and its effect on Information Technology Infrastructure Flexibility (ITIF), acts as an enabler for recently identified organizational drivers of services innovation in a service system, namely Collaborative Architecture Management (CAM) and Collaborative Organizational Infrastructure (COI).

Sachdeva, M. & Agarwal, R. 2011, 'An innovation experience: What does innovation mean to practising organisations?', ANZAM, Wellington, NZ, December 2011 in The Future of Work and Organisations, ed Associate Professor Kevin Voges and Associate Professor Bob Cavana, ANZAM, Wellington, NZ, pp. 1-28.
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Organisat ions strive to be innovat ive in order to survive and succeed in an everchanging business environment . Nevertheless, do these organisations really understand the meaning of innovat ion? The meaning and understanding of innovat ion is changing, original ly l imi ted to science and technological innovations it now includes innovat ion due to value co-creation, environmental and social chal lenges. Innovat ion is still an opaque concept, though many efforts are involved in developing an understanding of an organisat ion. This paper aims to explore the perspectives and patterns of Austral ian f irms pract ising innovat ions in their day-to-day activities. The paper further examines the pat terns of innovat ion involving innovation resources, efforts, outputs, and metrics used to measure innovat ion. An empirical study wi th qualitative analysis forms the basis of this paper.

Sachdeva, M. & Agarwal, R. 2011, 'Innovation in Services and its measurement at firm level: A Literature Review', ANZAM Operations, Supply Chain and Services Symposium, Geelong, Victoria, June 2011 in The role of operations management in delivering business performance, ed Stuart Orr - Deakin University;Vanessa Ratten - Deakin University, 2011 ANZAM Operation, Supply Chain and Services Symposium, Geelong, Victoria, pp. 402-425.
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http://www.deakin.edu.au/buslaw/gsb/anzam/docs/anzam-papers.pdf

Scerri, M. & Agarwal, R. 2011, 'Redefining productivity for inter-firm operations and supply chain', ANZAM Operations, Supply Chain and Services Symposium, Geelong, Victoria, June 2011 in The role of operations management in delivering business performance, ed Stuart Orr; Vanessa Ratten, 2011 ANZAM Operation, Supply Chain and Services Symposium, Geelong, Victoria, pp. 383-401.
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Traditionally, productivity is defined as the measure of outputs +produced+ for any given number of inputs. This measure seeks to establish a best practice indicator relative to the allocation of resources, be it labour, capital, available technology, cost of inputs, or scale of operations and is generally applied at a firm level. Further, firm level data are then often aggregated based on geography, industry or industry sub-sector and are used largely for comparative purposes and to measure changes in productivity over time

Sivaprakasam, S. & Agarwal, R. 2011, 'Service innovation - lessons from modularization and open innovation - a new service value', 25th ANZAM Conference, Wellington, NZ, December 2011 in The future of Work and Organisations, ed Associate Professor Kevin Voges and Associate Professor Bob Cavana, ANZAM, Wellington, NZ, pp. 1-18.
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The traditional manufacturing model of volume-variety influencing the conduct of business is not entirely representative of service-centric business. The latter has two key differences Ô++ it is much more end-user centric and individualistic in experience. The complex nature of service attributes also make it much more convoluted. The notion of product being the centre of interaction is being replaced with service processes involving participants and generally defined between a service provider and service consumer. The aim of this paper is to validate the service innovation hypotheses put forward based on significant developments in value networks, open interfaces, and business models recently. In doing so, this theoretical paper substantiates the claim that prescriptive volume-variety relationships are little meaningful in service delivery environment.

Wang, K.Y., Wang, P.Z. & Agarwal, R. 2011, 'The mediating effect of endogenous creativity on knowledge exploitation and firm performance in emerging economy', International Strategic Management Conference, Paris-France, June 2011 in Investigating Strategies of Recovery from the Recession, ed Erol EREN, Ali AKDEMIR,Oya ERDIL, Type setting: Mehtap OZSAHIN, Paris-France, pp. 875-882.
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The emerging economies are key factors in the future growth of world trade and the maintenance of global financial stability. Little is known about the way in which firms in emerging economies strategically manage the learning Ô++ creativity process to develop competitive advantage in both domestic and global markets. We extend the literature on learning and human capital by positing a model and examining 1) the mediating role of higherorder human capital in the relationship between learning facilitation and knowledge exploitation (KE); and 2) the mediating role of endogenous creativity in the KE Ô++ firm performance relationship. Qualitative method based on the sample in ChinaÔ++s firms was adopted and the results indicate that all the hypothesized relationships are supported.

Agarwal, R. & Selen, W. 2010, 'Operationalisation of the organisational orientation and culture construct in service value networks', Australian and New Zealand Academy of Management Conference, Adelaide, Australia, December 2010 in Proceedings of 24th Annual ANZAM Conference, ed Gurd, B, ANZAM, Adelaide, Australia, pp. 1-19.
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Today+s service organisations increasingly operate as part of a larger service system or Service Value Network (SVN). This requires organisations to develop a work culture which encourages collaboration, communication, creativity, risk taking and empowerment among their members, and motivates employees to question fundamental beliefs and work patterns. This paper develops the Organisational Orientation and Culture (OOC)-construct for building a sustainable SVN, and comprises four key cultures and orientations from the literature: entrepreneurial orientation, collaborative culture, learning orientation, and market/customer orientation. Using empirical data from a large Australian telecommunications SVN, and through the use of Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) (using a holdout sample), this paper demonstrates that Collaborative Culture, Entrepreneurial Orientation, and a newly merged factor Freedom of Speech Culture emerge as the predominant underlying factors of culture for contemporary collaborative service organisations.

Scerri, M. & Agarwal, R. 2010, 'Yield management: Applicability to educational services sector', ICOSCM joint conference of the 4th International Conference of Operations and Supply Chain Management and the 15th Asia Pacific Decision Sciences Institute, Hong Kong and Guangzhou, July 2010 in ICOSCM joint conference of the 4th International Conference of Operations and Supply Chain Management and the 15th Asia Pacific Decision Sciences Institute, ed Zhao, X; Zhu, G; Flynn, B, Supply Chain Management Research Centre, Hong Kong and Guangzhou, pp. 381-387.
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Yield management is credited with delivering increases in revenue of between five to seven percent for top tier airlines. Since that time, its application has been extended to other service sectors within the travel and tourism industry. However, its application in other service industries which have high fixed costs and little marginal cost for additional customers is still in its infancy or is yet to be explored.

Selen, W. & Agarwal, R. 2010, 'Operationalisation of the Elevated Service Offering-construct in a Service Value Network', International Annual EurOMA Conference, Portugal, June 2010 in 17th International Annual EurOMA Conference, ed Sousa, R, EuROMA, Portugal, pp. 1-12.
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This paper researches - Elevated Service Offerings - (ESO), or enhanced service offerings which can only be eventuated as a result of partnering, and which could not be delivered on individual organisational merit, within a service value network. The ESO is a multi-dimensional construct which was operationalized and validated through an extensive literature review, Exploratory Factor Analysis, and Confirmatory Factor Analysis using a holdout sample. This research gives managers of service organisations further insight into the dimensions of this new concept of innovation in services in collaborative service systems.

Agarwal, R. & Selen, W. 2007, 'Drivers of elevated service offerings in collaborative service networks', College of Service Operations Production and Operations Management Society, London, UK, July 2007 in 3rd Conference POMS College of Service Operations, ed Zhang, J; Wang,H, London Business School, London, UK, pp. 1-41.
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Service industries are radically transforming the manner in which firms operate within the context of globalisation and service delivery mechanisms, thereby creating new service industry and market opportunities. Innovations in technology, integration with computers and telecommunications and the use of internet are viewed not only as a powerful facilitating mechanism for service organizational growth, but also as drivers for creating new service markets.

Agarwal, R. & Selen, W. 2007, 'Elevated service offering in service value networks: Building dynamic capability', Annual Conference on Production and Operations Management Society, Dallas, USA, May 2006 in 18th Annual Conference of the Productions and Operations Management Society, ed Gupta, Sushil and Coelho, Joyce, POMS, Dallas, USA(CD-ROM)http://www.poms.org/conferences/poms2007/cdprogram/topics/full_length_papers_file, pp. 1-35.
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Service organisations create new service offerings that are the result of collaborative arrangements operating on a value network level. This leads to the notion of +elevated service offering+, implying new or enhanced service offerings which can only be eventuated as a result of partnering, and one that could not be delivered on individual organisational merits. Thus, organisations are faced with important challenges and opportunities which require strategic focus.

Agarwal, R. & Selen, W. 2005, 'Using Technovation For Service Classification: Some Industry Examples', Asia-Pacific Decision Sciences Institute Annual Conference, Taipei, Taiwan, June 2005 in 10th Annual Conference of APDSI (Asia-Pacific Decision Sciences Institute), ed Li, E, Asia-Pacific Decision Sciences Institute, China, pp. 1-10.
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Several service classifications based necessitate the need for on service- specific attributes, service delivery, channel strategies, marketing and management have evolved in response to the dynamics of the service industry. Service-specific attributes strategic and operational focus, whereas technological advancements have significantly contributed towards providing different channels for delivery, increasing flexibility, improving quality and reducing time and distance. These advancements drive organizations to organize themselves and operate on a value chain level, in response to new ways in which services can be marketed, branded, operated and delivered. This creates important challenges and opportunities, which call for a realignment of strategic focuses, in particular with respect to the impact of technovation (technology, channels, and organizational structures) on services modus operandi and their resulting service classification. developed This paper builds on, and illustrates a recently classification Services Cubicle, that transcends boundaries and includes trends scheme, referred to as current in technovation. A cross-section of service industry examples is used to clarify the resulting service classifications, taking into account deployment of varying degrees of technovation in that industry. These examples provide additional insights for service organizations, as well as a tool set to position, align, assess and validate the impact of their changing service offerings, whilst addressing the complexities of strategic alignment, value positioning, asset definition; as well as process, knowledge and relationship management.

Agarwal, R. & Green, R. 2011, 'The role of education and skills in Australian management practice and productivity', Fostering enterprise: the innovation and skills nexus - Research readings, NCVER, Melbourne, Australia, pp. 79-102.
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The main impetus for the interest in innovation is that it is seen to improve productivity at the firm level and therefore improved economic prosperity and living standards. This edited volume was commissioned by the Department of Employment, Education and Workplace Relations. The authors contribute a variety of views on innovation from different perspectives. Some of the main themes running throughout the book are reasons for firms innovating, the skills required for innovation and how innovation and skills development is supported by the training system, the firm and government. Innovation is seen as moving beyond research and development, to include new products, services and operational/organisational processes.

Green, R., Agarwal, R., Van Reenen, J., Bloom, N., mathews, j., Boedker, C., Sampson, D., Gollan, P., Toner, P., Tan, H., Brown, P.J. 2009, 'Management Matters in Australia: Just how productive are we?', Department of Industry, Innovation, Science and Research, Canberra, Australia, pp. 1-42.
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This unique research project for the Department of Innovation, Industry, Science and Research benchmarks management practices in Australian manufacturing firms against the global best. The project was undertaken by a research team from the University of Technology Sydney, Macquarie Graduate School of Management and the Society of Knowledge Economics, and is part of a world-wide study led by the London School of Economics, Stanford University and McKinsey & Co. The findings suggest that while some of our firms are as good as any in the world, we still have a substantial `tail+ of firms that are mediocre, especially in their approach to people management. This is a key differentiating factor between Australia and better performing, more innovative countries.