Engineering innovative mobile data services

Purpose – The aim of this study is to analytically develop a reference model for engineering (i.e. analysis, design, development, evaluation, delivery, maintenance, modification, and management) powerful value networks capable of creating innovative mobile data services. Design/methodology/approach – The paradigm followed is that of design-science research (DSR) which incorporates two main iterative processes: build and evaluate. For building the model (i.e. the design science artifact in this research), the authors followed three iterations: literature review analysis; semi-structured interviews analyzed through content analysis; and examination of real-life case studies. But for evaluating the model, the authors utilized the NTT DoCoMo’s i-mode case. Findings – This paper puts forward a novel model for engineering value networks of mobile innovations. This model is composed of seven design constructs and their relationships. The developed model is argued to provide significant utility for telecoms in helping them to identify and design powerful value networks following a systematic and practical approach. Research limitations/implications – The data sources is somewhat limited and the sample is somewhat small which may result in lack of sufficient statistical power. Moreover, the analysis may have overlooked some important concepts and theories related to innovations and value networks. Originality/value – This study contributes to the current body of knowledge about how telecoms can best analyze and design their value networks in an approach that maximizes the potential of developing innovative mobile data services. KeywordsValue network, Innovation, Mobile data service, Mobile communication, Telecommunication, Business model, I-mode, Mobile communication systems Paper type Research paper The current issue and full text archive of this journal is available at www.emeraldinsight.com/1463-7154.htm The authors would like to acknowledge the anonymous reviewers and the AE for their useful comments and suggestions on earlier versions of this paper. Thanks are also due to Professor David Avison for his insightful ideas and recommendations which made this publication possible. Received 13 November 2011 Revised 29 July 2012 Accepted 29 August 2012 Business Process Management