Illustrative UIC success case overviews
| Illustrative success case context | Service innovation (including classification of innovation novelty) | UIC partners | Data collection sources |
|---|---|---|---|
| Case I: Healthcare service industry: AI-driven diagnostic tools | Development of AI-driven service innovations, such as an AI-driven toola for early disease detection. This healthcare service innovation created value by not only improving patient outcomes but also reducing healthcare costs (new to market/world innovations) |
| Interviewees: Two senior academics (i.e., university), with one of the academics interviewed multiple times Secondary data sources: website material, institute videos |
| Case II: Hospitality service industry: algorithmic (AI) nudging tool | Development of sustainable hotel innovations based on AI algorithms and machine learning to drive profit for hotel chains through “green nudging” (von Zahn et al., 2025) to incentivize environmentally friendly customer behavior (incremental innovation) |
| Interviewee: Senior academic (i.e., university) Secondary data sources: Presentation transcript, presentation slides, website material |
| Case III: Healthcare service industry: AI-driven oral health tools | Development of an AI-supported oral health innovation to support accuracy in scans and better diagnostic support for customers. Partnership collaboration focused on activities such as validation and AI software enhancement, with a focus on the industry partner becoming an international leader in its offering. AI recognized as an essential tool to enhance customer experience and enhance service delivery (new to market/world innovation) |
| Interviewee: CEO (i.e., software and hardware service firm) Secondary data sources: video documentary, website material, press release, public interview |
| Case IV: Healthcare and consulting service industries: AI-driven workforce productivity and wellbeing tools | Development of machine learning and AI-driven, organizational-level innovations addressing intelligence solutions for healthcare worker productivity and decision-making, as well as psychological health innovations that provide assistive tools and diagnostics to enhance mental health/wellbeing for healthcare workers (new to market/world innovation) |
| Interviewee: CEO/co-founder/Managing Director SME AI service firm (ex-academic researcher) (i.e., industry) Secondary data sources: website material, research center website |
| Illustrative success case context | Service innovation (including classification of innovation novelty) | Data collection sources | |
|---|---|---|---|
| Development of AI-driven service innovations, such as an AI-driven tool | University (medical researchers) Industry (e.g., service firm – hospital, corporate technology partner) | Interviewees: Two senior academics (i.e., university), with one of the academics interviewed multiple times | |
| Development of sustainable hotel innovations based on | University (business school researchers) Industry (e.g., service firm – hotel provider) | Interviewee: Senior academic (i.e., university) | |
| Development of an AI-supported oral health innovation to support accuracy in scans and better diagnostic support for customers. | University (oral health and engineer researchers) Industry ( | Interviewee: | |
| Development of machine learning and AI-driven, organizational-level innovations addressing intelligence solutions for healthcare worker productivity and decision-making, as well as psychological health innovations that provide assistive tools and diagnostics to enhance mental health/wellbeing for healthcare workers | University (interdisciplinary researchers within a research center) Industry (e.g., | Interviewee: CEO/co-founder/Managing Director |
In the discussion of a “tool,” we concur with Vargo and Lusch's (2008) service dominant logic and rather than physical tools (or goods), our focus is on the activities and services derived from such tools and that require value co-creation
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.