Empirical findings from the main studies
The introductory example of Suvarnabhumi airport in Bangkok illustrated that passengers at this airport can experience a wide range of services that have emerged only recently in this industry. The world’s most successful airports have proven that the development of service innovations is crucial and, thus, the ability to innovate. But what are the underlying categories that influence this ability to innovate at airports? This research seeks to explore and better understand the issue of drivers and barriers affecting the ability to innovate in service organizations. For reasons of avoiding spurious empirical findings, alternate levels of analysis will be considered, more precisely, the individual and organizational level. This is due to the following reasons. First, there are distinct classes of innovation-oriented resources residing in the individual (e.g. intellectual resources) or on the organizational level (e.g. organizational resources). Second, limitation to just one level of analysis implicitly would assume that there are no interactions with higher-order or lower-order levels of analysis. For this purpose, the social reality of individuals dealing with innovation activities shall be analyzed in the organizational context. Accordingly, an access to the subjective views of these individuals involved is a valuable perspective helping to achieve the research objective. Consequently, 24 narrative interviews were conducted. The opening questions of these interviews were the following ones: (1) “From your personal experience, can you give us examples for incidents with other members of your company that enabled innovation activities? And do you have experienced examples in which the organization as a whole supported innovation activities?”. (2) “From your personal experience, can you give us examples for incidents with other members of your company that hindered innovation activities? And do you have experienced examples in which the organization as a whole made it difficult to work on innovation activities?”. The interviews were audio-recorded and transcribed verbatim afterwards.