Service-dominant logic perspective on technology-based business incubator

Abstract

This research article examines the implementation of service-dominant logic in technology-based business incubators, specifically focusing on Bandung Techno Park in Indonesia. The research examines the connection between service providers and clients, the function of technology-based business incubators in assisting enterprises, and the consequences of transitioning from a focus on products to a focus on services. This study offers an extensive literature analysis on technology-based business incubators, goods-dominant logic, and service-dominant logic. Additionally, it analyzes the business process structure and services provided by Bandung Techno Park. The study highlights the significance of comprehending service-dominant logic principles while evaluating and improving services in technology-based business incubators. Furthermore, it emphasizes the importance of collaborations between universities and industries, the transition to more participatory innovation models, and the involvement of service-dominant logic in generating value. The article recommends doing further research in this field, namely with larger sample sizes and longitudinal investigations.

Keywords:

• Service science
• service-dominant logic
• goods-dominant logic
• technology-based business incubator

REVIEWING EDITOR:

• Cai Huifen (Helen)
• Middlesex University Business School
• United Kingdom

SUBJECTS:

• Technology
• South East Asia
• Business, Management and Accounting
• Industry & Industrial Studies
• Higher Education Management
• Adult Education and Lifelong Learning
• School Leadership, Management & Administration

Introduction

Goods-Dominant Logic (G-D Logic) converts value propositions into interchangeable units like work time, service duration, rental terms, training quantities, development costs, information source capacity, and more (Gannage Jr., 2014). Actors recognize that services are more than simply units of trade value (Adner & Kapoor, 2010), but the services they provide, which typically include physical objects and integrated human activities, lack visibility. Extension may be described, but it has a lot to do with the customer as a static object and the service in return for an offer, like a product.

This research develops a service-dominant logic (S-D Logics) service orientation for a technology-based business incubator. This approach investigates several service orientation principles in the context of value generation through an incubator’s service-dominant logic lens. It is expected to help Indonesian technology-based companies shift from G-D logic to S-D logic. The aim of this study is to investigate service-dominant logic in technology-based business incubators, mainly focusing on Bandung Techno Park in Indonesia. The research seeks to comprehend the correlation between service providers and clients, the function of technology-based company incubators in assisting enterprises, and the consequences of transitioning from goods-dominant reasoning to service-dominant logic. In addition, the study aims to highlight the significance of collaborations between universities and industries, interactive models of innovation, and the role of service-dominant logic in value creation.

Industry conditions suggest a methodical strategy for startup and MSMEs development. The Indonesian government created the Business Incubator to help businesses thrive (Presidential Decree No. 27 of 2013). According to Bank Indonesia, Indonesia has fewer business incubators than the European Union (1100), Canada (1000), and China (1000). (450). (2016). Indonesia has 150 AIBI-member business incubators (2020). Indonesia has few ICT business incubators that can foster high-quality technology firms (Figure 1).

Figure 1. Distribution of Technology-based Business Incubator (TB-BI) based on ownership in Indonesia, Source: Indonesian Business Incubator Association (2021).

The National Forum for the Indonesian Business Incubator Association expects 120 technology-based business incubators by mid-2022. 1. Universities own 75% (90) of technology-based business incubators. Public universities account for 43.3% (52 institutions) and private universities for 35%. (38 institutional units). The regional government contributed 7.5% (9 institutional units), central and non-ministerial government institutions (LPNK) contributed 8% (10 institutional units), private incubators contributed 7.5%, and state-owned firms contributed the least, 1%. (2). Indonesia has 58% state-run technology-based business incubators and 42% private universities. Universities—public and private—dominate technology-based business incubator development, as seen above. Many Indonesian firms started at universities (Dikti, 2017). This study should focus on an Indonesian institution with a technology-based business incubator. Graduated incubators with programs. This study examines Bandung Techno Park. In 2010, the Indonesian Ministry of Industry, the Ministry of Research and Technology, the Ministry of Education and Culture, Industry, and the Regional Government founded a technology-based company incubator. Telkom Institute of Technology (now Telkom University). BTP incubation involves three stages: pre-incubation, incubation, and post-incubation. Startups graduate from these three phases into autonomous businesses in a year. Strat-ups were encouraged to accomplish incubation achievements to obtain intellectual property and property rights for their inventions and market-valid technology-based goods. However, all BTP business incubation situations that chase timetables and focus on outcomes are transactional. Special research is needed to improve service. Figure 2 shows the Bandung Techno Park business interaction process.

Figure 2. Bandung Techno Park Quadruple Helix Model (Source: Bandung Techno Park Presentation, Unesco-WTA Training Workshop).

Figure 2 illustrates the multi-way relationship between Bandung Techno Park (BTP), a platform for incubation organizers and coaches, and academics, business sector/industry, government, and society in a quadruple helix, known as ABGC. BTP’s business incubation services help entrepreneurs and renters grow: Mediation. (2) Production Support. (3) Innovation Center. BTP provides multiple facilities for the ICT community to develop and innovate; and (4) training and consultation. BTP offers ICT-specific training and consultancy. This service is public. BTP, Central and Regional Government (limited to the Ministry of Industry, Ministry of Research and Technology, and Ministry of Education), Industry (Telecommunication, Medical Technology Manufacturing, and Defense), Telkom University under the supervision of the Telkom Education Foundation, and partner universities were the main parties involved in BTP activities until this observation. BTP acts as an intermediary to foster ICT-based industry synergy in Indonesia.

Service science provides a fresh viewpoint on Bandung Techno Park’s incubation program’s business process structure in this research. Business management uses the dominant logic of goods (G-D logics) (Vargo & Lusch, 2004a, b; Vargo & Lusch, 2008). Throughout the industrial era, when economic development depended on an institution’s ability to produce surplus goods and export them for a profit, it became a common corporate philosophy (Vargo & Lusch, 2008). The fundamental philosophy explains the prevailing value viewpoint as transaction, trade, and interest in growing that value for company transformation, survival, and competitive advantage (Lusch et al., 2007). Thinking in service is a two-way connection that adds value, according to numerous service papers (Vargo, 2009). This partnership has selling value as a track record of building a company environment that builds on each other (Akaka & Vargo, 2014).

Various institutions in Indonesia often utilize BTP as a reference for all of the pictures and qualities that it has as a technology-based business incubator. Is the service model used by BTP a good concept? How can the standpoint of service-dominant logic describe the idea of technology-based business incubation services? How many critical elements, such as service competencies, must technology-based incubators alter at universities in order to develop a good system throughout the incubation period? The three issues that will be explored using the SD-L viewpoint will be essential to this research.

This research article examines the implementation of service-dominant logic in technology-based business incubators, explicitly focusing on Bandung Techno Park in Indonesia. The text examines the correlation between service providers and clients, the function of incubators in assisting startups, and the transition from a focus on products to services. The study highlights the significance of comprehending service-dominant logic principles while evaluating and improving services in technology-based business incubators.

The study suggests that using service-dominant logic in technology-based business incubators, especially at Bandung Techno Park in Indonesia, will cause a shift from goods-dominant logic to service-dominant logic. This will lead to better support for startups, better performance management for technology-based incubators, and the formation of long-lasting innovation networks. This shift is expected to emphasize the importance of university-industry partnerships, interactive innovation models, and the role of service-dominant logic in creating value. The study also suggests that focusing on education and human resources support, along with ongoing evaluation, will be important for putting service-dominant logic into action in technology-based business incubators.

In order to further enrich the viewpoint of service-dominant logic in this study, it would be beneficial to formulate many research questions: How does the shift from goods-dominant logic to service-dominant logic impact technology-based business incubators? What are the essential services provided by technology-based business incubators for the success of startups? How can understanding service-dominant logic principles help assess and improve services in technology-based business incubators?

The Bandung Techno Park chief account officer was interviewed in-depth for a qualitative study. This study collected data through a qualitative dual-case study. This research included business incubator managers from Bandung Techno Park, including the Head of Innovation and Business Incubator, the Head of Business Incubation and Entrepreneurship, the Head of Innovation Affairs, and a representative of the Indonesian Business Incubator Association. Indonesian Business Incubator Association Program Development Division head. As well as seven Bandung Techno Park tenants who have experience and are field-oriented learners learning to build their firms through the incubation program owned by the seven startups. Secondary data collected the rest. The study team’s independent evaluation of all data (that is, the authors of this article). Informants (resource persons and focus group participants) include firm executives (seniors), managers, researchers, and university employees who construct, manage, and use ecosystems. Service science is used to assess criteria, stages, learning, facilities, graduation, and post-graduate programs. Service observations mapping by service orientation revealed Goods-Dominant Logic and Service-Dominant Logic.

Literature review

Technology-based business incubator

Technology-based business incubators are organizations or firms that may originate from numerous industries with the goal of providing a program for novice entrepreneurs and are particularly geared to provide services in terms of coaching startups and speeding company growth in the short term (Mian, 2014). Technology-based business incubators provide services that help firms grow quickly via a program that is backed by partnerships and other business aspects (Smilor, 1987a, 1987b). Some of the most significant parts of guidance and services include capital, work facilities, training, and advice (Lee & Osteryoung, 2004). These many elements and help are carried out in order to encourage small-scale startups, also known as tenants, to have a more focused, structured, and quantified financial organization and administration in order to generate a profit more quickly and stand in a sustainable manner (Etzkowitz, & Zhou, 2017). In the previous five years, Indonesia has supported the establishment of business incubators in all universities via the Ministry of Research and Technology. The government-backed "Welcoming Indonesia 4.0" initiative has served as a springboard for the development of technology-based business incubators in different institutions. However, the service standards given by each institution on the business incubation platform are not consistent (Somsuk & Laosirihongthong, 2014). Both in the form of financial aid services (Phillips, (2002), recruiting methods (Schwartz & Hornych, 2008), educational programs that are part of the service (Lee & Osteryoung, 2004), and inadequate physical facilities (Bruneel et al., 2012; Lee & Osteryoung, 2004). Physical amenities can be built adequately in large towns, but not in rural areas of Indonesia.

Service science

Diversified services without quality standards require research. University-educated technology business incubator administrators need service science. Why? Indonesian academics and the public are unfamiliar with service science. IBM researcher Jim Spohrer and UC Barkeley Professor of Innovation Studies Henry Chesbrough invented this notion in 2002 (Chesbrough & Spohrer, 2006). Transdisciplinary science in business practice, especially between technology and social science, was explored. Fujitsu asserted that service science originated due to the service sector’s considerable emphasis on innovation.

According to Maglio and Spohrer (2008) (Vargo et al., 2008), service science is the study of service systems, which are made up of people, technology, organizations, and shared information that work together to create dynamic values that help systems deal with difficult problems. Both papers agree that service science’s combination of organizational and humanist thinking with business and technology greatly increases our knowledge of how varied players in a system create value and benefits. Despite Spohrer’s emphasis on the service economy, little research has been done. Research and commercial perspectives on service have changed. Service-oriented academic programs and a shift from production to service (such as: computer science, technology, operations management, and marketing). Finally, service science is the scientific study of service problems and service system interactions (Maglio et al., 2019). In conclusion, service science is the application of scientific approaches to the study of service problems and the research of the interactions between components of service systems.

Goods-dominant logic (GD-L)

Goods-Dominant Logic (G-D LOGICS) fundamentally differentiates producers and consumers (Lusch & Vargo, 2006). This optimizes production, efficiency, and marketing profit. Michel et al. (2008) called goods-dominant logic manufacturing logic and praised Richard Normann (2001), who viewed products as frozen past actions. Products focusing on the manufacturing-based economic exchange paradigm built during the Industrial Revolution are still in use, but the inflexible and transactional connection between producer and consumer has become obsolete. This is because service marketing will be the dominant marketing strategy in the future, with physical goods becoming part of a complete service offering (Grönroos 2008). This suggests that service-oriented thinking will dominate, even if physical and service marketing converge. The dominating goods paradigm is used to make economics a science, among other reasons.

Technology-based business incubators require clients to follow a defined incubation program. As a transactional partnership, their reciprocal relationship no longer suffices. Service quality has changed. A service model that serves both parties must include their fresh perspectives. A completely technology-based company incubator will focus on exchange and transactional center activities rather than only manufacturing items to promote value creation, production, innovation, growing markets, and analyzing customers.

Product standardization and market-oriented focus achieve this. Producers and consumers only deal. The engagement of internal and external parties in third parties’ corridors is limited to producers and consumers. They exchange physical results and distinct transactions.

Service-dominant logic (SD-L)

According to the expanding academic literature, which also emphasizes business science and service science, the firm’s direction is shifting from goods to services (Ng & Vargo, 2018). The dynamic of established and rising nations shifting to manufacturing is shifting toward services. Vargo and Lusch (2004a, b) consider a service-dominant trade logic is more integrative than a goods-dominant logic (Karpen et al., 2012; Vargo & Lusch, 2016).

This follows the industrial revolution’s transition from products to services. Institutions speed up by offering many service formulations to technology-based business incubators. Starting with basic tenant readiness and advancing to complete preparedness as a consequence of the learning phase in the incubation process may be a gauge of business incubator performance in serving start-ups. Vargo and Lusch (2004a, b) define services as intangible, immeasurable, diverse, and perishable. Even the idea relies on solving an economic problem.

Early marketing theory focused on product delivery and exchange. However, the transformation process requires many hard and rigorous tasks, including the progressive movement from startups from invention to innovation and product development, building prototypes, market validation, gauging market interest, production, and manufacturing capacity. For this reason, switching from goods-dominant logic (G-D logics) to service-dominant logic (S-D logics) may have scientific and practical benefits. In its development, S-D Logics focuses on the historical disclosure of the basic development of economics, which is still formed on the basis of G-D Logics. The development of his theory of S-D logic is described in four stages of axioma, as shown in Figure 3.

Figure 3. Axioms of service-dominant logic (Lusch & Vargo, 2014).

Ten basic rules of service-dominant logic (Vargo & Lusch, 2004a, b) must be understood in order to evaluate the services in tech-based business incubators (Table 1). In addition, to guarantee that the type of service will be chosen for future service enhancement,. The primary premises are:

Table 1. Service-dominant logic premises.

Premises 1	Every economic connection is a service-for-service transaction. Services are skills, function, or information that the second party can use.
Service is the fundamental basis of exchange
Premises 2	Third-party value providers conceal service-based exchange. When a consumer orders, the items and money transferred hide the services as actionable information for the vendor and functional usage of the things for the consumer.
Indirect exchange masks the fundamental basis of exchange
Premises 3	Ownership doesn’t add value to a manufacturer’s product. Instead, users’ technology and customer service product value.
Goods are a distribution mechanism for service provision
Premises 4	Organizational skills and understanding provide a corporation with an edge over competitors. Customers offer information to a company by purchasing and using its products.
Knowledge and skills are fundamental to competitive advantage
Premises 5	Service exchange supports all trades in an economy due to the service-for service relationship. Consumer-producer connection grows more service-based as enterprises and items specialize.
All economies have a service-based economic nature
Premises 6	According to service-dominant reasoning, consumers’ market behaviors constantly provide service value to enterprise by improving their future decision-making. In contrast, producers create value and buyers consume it for cash.
The customer is always a co-creator of value
Premises 7	A firm can generate customer-appealing products and services, but it cannot directly value customers. The manufacturer’s delivery and the consumer’s use determine a product’s worth.
A business can only offer customers a value proposition
Premises 8	Service-dominant market evaluation requires a customer-centric perspective since a firm relies on customers to co-create value. To co-create value with customers, the firm must understand its products and services in the context of its interactions with them.
A service-centered view is customer-oriented and relational
Premises 9	Businesses and customers make up an economy. Mixing services from diverse providers determines a company’s service value.
All social and economic actors are resource integrators
Premises 10	Consumer utility determines a service’s worth. The receiver, not the service provider, determines the value supplied by one party, such as the provider to the consumer or the consumer to the producer.
A beneficiary always determines a service or product’s value

Goods-dominant logic vs. service-dominant logic

Many scientific studies have looked at "dominant logic," such as "as an information classifier that determines what managers and researchers" should focus on in strategic contexts (Prahalad & Bettis, 1986; Prahalad & Ramaswamy, 2004); service-dominant logic in Vargo and Lusch’s (2004) work; and networks (Ford & Håkansson, 2013). Redefining services as "the application of specialized competences (knowledge and skills) through practices, processes, and performances for the profit of another entity or the entity itself" (Vargo & Lusch, 2004a, b) gives marketing a new perspective. "Service-dominant logic (S-D Logics)" research, consolidation, and characterization continued. "Service-dominant logic: replies, reflections, and refinements" (Lusch & Vargo, 2006) shows S-D logic conceptual transitions (Figure 4).

Figure 4. Conceptual transition from goods-dominant logic to service dominant logic.

Figure 4 illustrates that each institution undergoes a variable-length method to translate GD-L to SD-L. This survey also shows how many technology-based business incubators from different countries use the GD-L strategy to serve tenants or startups during the incubation period. The US has the most business incubators. The US government supports incubators through economic development and job creation laws (Ogutu & Kihonge, 2016). They sponsored local and state aid (Chandra & Fealey, 2009). Business incubators in the US are privately owned and funded by government grants, university/company financing, renting, and consulting. State financing, economic development agencies, capital ventures from state legislative appropriations, and state competitive grants and equivalents provide transactional and time-bound aid to US incubators. Thus, the American company incubator service system still features a product-dominating logic scheme that directs startup production using transactional schemes and has a short lifetime.

The Chinese government employs business incubators to create markets and promote startups due to institutional barriers to startup growth and the necessity to move to a market system. Business incubators are government-run infrastructure. The Torch Program is famous. The Chinese government established the Ministry of Science and Technology (MoST) in the 1990s to aid incubator growth, and it has made significant investments in incubators through the "building fund" channel. This building line provides various amenities for technology-based business incubators (Lalkaka, 2000, 2001). The government has "construction" funds for incubators, "seed capital" funds for startups, and "innovation" funds for small and medium-sized enterprises in development. The Ministry of Science and Technology provides an innovation grant for product development and innovation. The Chinese government funded technology-based business incubator operational construction facilities with 50 million Yuan (US$6 million) every year during the 10th Five-Year Plan (2001–2005). Thus, Chinese incubators have more room and capacity (Scaramuzzi, 2002). China’s shift to a high-tech, market-based economy relies on business incubators, which the government is willing to spend heavily on (2002). This trend shows China’s transactional approach to technology-based business incubators. A lot of capital should boost output and market potential over time. GD-L says this focuses on items, products, characteristics, value-added, profit maximization, market pricing, and equilibrium systems that affect national economic growth.

In Brazil, incubators are frequently associated with universities and funded by a variety of public and private organizations, but the collaborative relationship between universities and industry improves corporate stakeholder engagement. The National Incubation Support Program (PNI) funds incubators. This initiative builds incubator workplaces to help start new incubators and expand existing ones. The Brazilian Ministry of Science and Technology, CNPq, FINEP, SEBRAE, and ANPROTEC sponsor the PNI initiative (Scaramuzzi, 2002). The degree of corporate and government support for incubation in Brazil is crucial. For instance, FIESP runs 12 incubators. Industrial participation oversees business incubators. Industry controls mass-produced goods’ supply chain. To create new items, incubation is stressed. The government-sanctioned federation coordinates with many entities. In this scenario, Brazil’s technology-based business incubator lacks the freedom to create services and establish internal and external networks that fulfill ANPROTEC’s operational criteria.

In Indonesia, schools must create a technology business incubator, or IBT, which is very effective in launching technology-based firms. In line with Presidential Regulation Number 27 of 2013 on Entrepreneurial Incubators and Ministerial Regulation Number 24 of 2015 on Norms, Standards, Procedures, and Criteria (NSPC) for Entrepreneurial Incubators, the IBT provides mentorship and services.

Entrepreneurs from academia, industry, and government are created through the incubator. Universities with technology-based business incubators can sell inventions directly to the market with A or B accreditation from the government. Considering the business incubator’s physical facilities, programs, management, and organization,. Indonesia’s Ministry of Research, Technology, and Higher Education has built over 50 IBTs to fortify institutions. Data was collected from numerous technology-based business incubators financed by the government, institutions, and industry that create Indonesia’s top startups, including Bandung Techno Park, Incubie Bogor Agricultural University (IPB), the University of Indonesia’s Directorate of Business Innovation and Incubation (DIIB UI), Yogyakarta State University’s Institute for Research and Community Service (LPPM UNY), and Skystar Venture Multimedia Nusantara University (U). Since 2016, the Ministry of Research, Technology, and Higher Education’s "CPPBT" initiative has promoted campus startups. The Ministry of Research, Technology, and Higher Education has supported 558 PPBT applicants from all around Indonesia in recent years, 558 CPPBT applicants were only able to progress to PPBT with a 10.57% rate. PPBT conversion is poor due to CPPBT. CPPBT events will be held this year with 132 participants from 70 universities from Sabang to Merauke. The program’s enrollment has dropped due to government legislative revisions. The program purpose has changed, terms and conditions must be amended, and regulations and processes must be harmonized, making administration tough. Even if the situation has improved, the current physical infrastructure will not be enough to provide the service businesspeople need.

Research methodology and data collection

The research approach used in this study consisted of a qualitative dual case study, including in-depth interviews with experts and focus group observations carried out at Bandung Techno Park and with startups. The data for the research was gathered by conducting interviews with business incubator managers, members of the Indonesian Business Incubator Association, and seven tenants of Bandung Techno Park. The use of multiple data sources, such as documents or reports, enhances the validity and reliability of the findings through data triangulation. In addition, the research team acquired secondary data and assessed it independently. The study applied service science to evaluate criteria, stages, learning, facilities, graduation, and post-graduate programs. It also utilized service observation mapping to differentiate between goods-dominant and service-dominant logic.

The project also included a feasibility study using prior studies conducted by Campbell (1989), Allen and Weinberg (1988), and Smilor and Gill (1986). Moreover, the study underlined the need for ongoing assessment and advocated further investigation to comprehend the service-dominant logic in technology-based business incubators. It underscored the significance of quantitative analysis using larger sample sizes and longitudinal research methods.

Additionally, using earlier studies by Mian et al. (2016), Falkäng and Alberti (2000), and Fayolle et al. (2006) as references, the study looked at the significance of training and support for human resources in technology-based incubators. The study also examined the transition in service characteristics from transactional to value-in-use and the function of technology-based company incubators in establishing marketing networks.

The appropriateness of the data collection methods for this study, such as in-depth interviews, focus group observations, and secondary data collection, was assessed to ensure the necessary insights and perspectives from the participants. An in-depth interview was conducted with the chief account officer of Bandung Techno Park for qualitative research. This research gathered data using a qualitative dual-case study methodology. This research gathered data through interviews and focus group observations of business processes at Bandung Techno Park and many other startups. The sampling strategy was reviewed to ensure it is representative of the population under study, considering the size and diversity of the sample and any potential biases in the selection process. This study included business incubator managers from Bandung Techno Park, namely the Head of Innovation and Business Incubator, the Head of Business Incubation and Entrepreneurship, the Head of Innovation Affairs, and an Indonesian Business Incubator Association representative. The seven tenants of Bandung Techno Park, who are knowledgeable and committed to practical learning, are also growing their businesses thanks to the incubation program the seven startups offer. The remaining data was acquired as secondary data. This study conducted an independent examination of all the data in the research. The informants include top corporate executives, managers, researchers, and university personnel involved in the construction, management, and use of ecosystems. They are sources that are sampled as a benchmark, allowing for a comprehensive understanding of the impact of service-dominant logic on technology-based business incubators by including a diverse range of perspectives from various stakeholders involved in the incubation process. Service science evaluates the criteria, stages, educational opportunities, graduation, and post-graduate programs. Service observations were mapped based on service orientation. Goods-Dominant Logic and Service-Dominant Logic are two contrasting approaches. Table 2 displays the data: Mapping the service orientation of technology-based business incubators. In this study, the mapping of service orientation was conducted by utilizing service science to assess criteria, stages, learning, facilities, graduation, and post-graduate programs. The study identified seven service orientation assertions to map the service orientation, which included efforts to manage the development center’s initial development stage of operating costs, improve the development of startups, and provide quality-of-service assistance. The study also looked at service orientation through lenses like technology-based business incubators, science parks, innovation centers, and accelerators to learn more about the different types of service provision and how service-dominant logic can be used in technology-based business incubators.

Table 2. Service orientation mapping of technology based business incubator.

Matrix of service orientation		Purpose of economic exchange	Objects of economic exchange	Value added generator	Value co creation
Goods dominant logic	Office rent	Transactional BTP applies a rental price of Rp 1.2 million per month which can be paid by tenants for the use of the facilities provided	BTP provides flexible office space with a prestigious business address, fully furnished, and everything you need for an office	A prestigious business location with modern office space interior and exterior design	There is no special value creation from the office rent provided other than physical facilities
	Co-working space	Work space, with office facilities with a rental price of IDR 300,000 per month which can be paid by tenants if you want to take advantage of the co-working space.	It has been determined the minimum lease period of 1 month on behalf of the individual.	Flexible, shared or private arrangements for tenants	Bringing an image to tenants as a startup that works in a room with good facilities complete with technological facilities such as internet wifi, and other support.
	Physical facilities	Ensure the availability of physical facilities during the incubation period at BTP can be used properly. A substantial, not just semantic, difference must be drawn between incubation and incubator, including facilities for providing work space.	Providing facilities that can be a place to explore inspiration and motivation to develop innovation with partners in business incubators	The exchange of experiences is facilitated through associations and alliances. BTP provides a meeting room as a physical means to meet external parties	Use of the physical facilities available for startup activities to work, discuss and meet during mentoring or coaching
	Virtual office	Virtual incubators help develop new businesses in existing laboratories or workspaces, so they can move to physical incubators.	Discussion sessions can be conducted online using an internet connection facility.	It is less time to discuss with the coach when compared to having to physically meet face to face	Building an image of an incubator area based on appropriate technology for startup needs.
	Workspace solution	Help overcome technical assistance constraints when needed, and improve access to information, financial resources and workspace that are not freely available.	The occupation space is quite spacious with good lighting, comfortable air circulation, and a neat layout to make it easier for tenants to move in the available workspace area.	The available paid workspaces can be used for meeting rooms with partners, investors and discussion sessions with mentors and business coaches respectively.	In preparation for creating a new virtual mode e-incubation, based on counseling and distance learning, awaits development.
	Technology solution (Hardware Development, Software Development, Big Data Consultant)	Assist tenants to develop hardware and software in accordance with the direction of product development, and the results of mentoring.	Provide assistance/mentorship to startup entrepreneurs in the formulation of improved solutions to current challenges and encourage others to join this pursuit. These abilities grow throughout time, often beginning when the individual accepts new challenges and learns from failure.	Building an image that Bandung Techno Park really cares about providing facilities to tenants for things that are applied technology. Either in the form of hardware or software.	A new form of development that is planned to always develop. Able to provide solution services and can be a forum for consultation for startups.
Service dominant logic	Networking	Provides inexpensive space and shared amenities to a small group of businesses. Recognized the need to equip the area with counseling, skill enhancement, and networks, as well as access to professional assistance and startup money for in-house clients and external partners.	Professional networking and community involvement serve as a base of support for tailoring assistance to the requirements of startups.	Developing a smart workspace with a robust electronic infrastructure, improving management quality, providing marketing and networking support for client companies, actively promoting innovation processes, and facilitating access to risk-directed capital are the main requirements for a sustainable incubator model.	BTP offers possibilities for companies to establish their networks, which is the primary reason why startup accelerators should prioritize network promotion, provide activities for startup incubation development, and give business solutions to local or regional ecosystems.
	Mentoring	This program lasts between four and six months and provides training, business monitoring, and mentorship with partners or BTP graduates from the Indonesian market, industry, and startup ecosystem.	By being given mentoring, it is hoped that every startup can carry out their business plan consistently, and not pivot in the middle of the journey.	Fostering the need to learn from those who already have experience. Provide opportunities for alumni to share experiences and knowledge.	Motivations for becoming an entrepreneur include the desire for independence, to produce value, to contribute to society, to acquire notoriety, to become wealthy, and, often, to avoid unemployment. Mentoring entrepreneurs, often on a volunteer basis, may be beneficial.
	Coaching	Consulting services and specialized coaching offered, the price charged, and the use, must be reviewed every three months to ensure that only the relevant services offered and the price is reasonable for the tenant facilities.	Coaching as a form of guidance for the startup to improve and enhance the capability and capacity of each individual in the startup itself so successfully achieve goals in business processes they want to achieve.	The process of value creation cannot be carried out automatically without the formation of entrepreneurial character building, and its nature must be in the form of mentoring.	It is hoped that by getting coaching that is in accordance with their needs, startups can develop their products, markets and technology during the incubation process.
	Workshop	Startups get customized supervision for six to twelve months throughout the incubation phase. This is the ideal venue for cooperation, networking with the Indonesian business community, participation in seminars and training sessions, and receiving coaching and guidance.	Because BTP is in the higher education area, the form of workshops provided is to provide classes, workshops and discussion with specialists.	Courses and workshops: many sorts of training, such as company creation processes, entrepreneur support tools, and the abilities required for internships at startup firms.	At the end of the program, the startup presented the workshop results to investment companies, potential customers during Demo Day.
	Seminar	To mobilize on the formal network established for startups to help with their needs, including educational seminars and workshops.	Individually or jointly preparing a "mind map" of the requirements, interrelationships, and results of the activities and situations under study may be beneficial while getting training or attending a seminar, or after the event has concluded.	By participating in a series of seminars for startups, it is hoped that they can open their horizons and be sure to continue to explore the potential for innovation from the products they create.	During the incubation program period, at least 10 seminars are provided, startups can choose and ask what kind of seminar theme they need.
	Funding System	System funding managed by BTP is to help startup has funds that can be used to develop products and innovations they need during the incubation period.	IBT is a grant fund administered in conjunction with the Ministry of Research, Technology, and Higher Education. Managers get funds from indigo. Managers get funds from the university.	Although obtaining funding has its own requirements. Funding also comes from universities only not used for tenant funding but for the operations of the incubator itself.	The involvement of the incubator in the growth of technology-based entrepreneurship includes networking, excellent team management, mentorship, concept validation, infrastructure, and finance.
	Product, Market, Technology Validation	At this stage the objectives of evaluating product validation, market validation, and validation technology are benchmarks and evidence showing the progress of continuous innovation from startups at BTP.	The objects at this stage are startups that have undergone an incubation period of more than 6 months. Product, market and technology validation is an important process that shows the development of a startup business.	It is hoped that in this stage the product developed can meet market needs, and the technology developed also has renewal and feasible innovation costs.	The validation process for developing a product is expected to end in an effort made to meet market needs.
	Business Model Validation	The main task of startups and business incubators is to be able to validate their business models.	Startups that already have a prototype of their product innovation are expected to be ready with a valid business model.	During this phase, there are already more stakeholders who must trust in the validation of current business models.	Business model validation explains the position of the cost structure, internal resources, market potential, team quality, technology and also timing for their product.

Furthermore, the study distinguished between goods-dominant logic (GD-L) and service-dominant Logic (SD-L) to map the service orientation. It highlighted the shift from goods-dominant logic to service-dominant logic and its implications for technology-based business incubators, emphasizing the importance of university-industry partnerships, interactive innovation models, and the role of service-dominant logic in creating value. This careful method for gathering, analyzing, and mapping data helped the study learn important things about the change from goods-dominant logic to service-dominant logic in technology-based business incubators. This made the study’s results more solid and in-depth. The study looked at how service orientation was mapped in this way to see how service-dominant logic could be used and what that meant for technology-based business ­incubators. It gave useful information about the change from goods-dominant logic to service-dominant logic in this situation. The technique used a holistic approach, including qualitative data collection, ­feasibility studies, and a strong emphasis on education and human resources assistance (Table 3).

Table 3. Type of service orientation in Bandung Techno Park as a technology-based business incubator role.

Type of service orientation		Role of BTP as firms	Role BTP as incubators	Role of goods	Role of resources
Goods dominant logic	•Office Rent	BTP acts as the facility owner who rents out office space, and the tenant acts as the facility tenant for a certain period of time.	Fulfilling the rights and obligations as an office tenant, can use the office space facilities provided, and participate in maintaining shared facilities.	In terms of facilities, available: Access in and out of BTP, free electricity, air conditioning, fax numbers, fast internet connection (up to 2 Mbps), free parking, 24-hour security, reception, lobby, cafeteria. Special rates for use in meeting rooms, training rooms, auditoriums etc.	The entire availability of physical resources at BTP is fully in the maintenance and management of BTP.
	Co-Working Space	BTP as the facility provider, and the lessee as the facility user who has paid for the agreed period.	Use the co-working space as much as possible during the rental period.	Cube-shaped workspace with a maximum capacity of 4 people, internet connection up to 2Mbps, free electricity, and 24 hours security.	Cube-shaped workspace with a maximum capacity of 4 people, internet connection up to 2Mbps, free electricity, and 24 hours security.
	Physical facilities	It offers technology-based customers with a creative atmosphere, opportunity to engage with other customers, and the physical resources necessary to do their jobs.	To enhance the effort creation experience while reducing physical expenditures and facilitating the learning process, face-to-face engagement must be integrated with virtual interaction.	The fast development of information and communication technology (ICT) and the growth of Internet users and video conferencing are expanding the prospects for remote entrepreneurship training and counseling. While such electronic incubation may be advantageous for reaching a greater number of entrepreneurs, reducing the expense of physical facilities, and streamlining the learning process, it must be supplemented with face-to-face interaction in order to enhance the company development experience. In addition, any variances in cultural and language patterns need cautious planning on the part of content and service suppliers.	The incubator is a combined developmental and synthesize instrument comprised of two components: real estate and company development. Multiple properties serve as income-generating physical facilities. TBI may also want to capitalize on future investments in intellectual property, including ideas, new products, patents, research, and software.
	Virtual Office	BTP only identifies the need for startups to use virtual offices, by providing services from staff who have served more than 45,000 clients from various backgrounds around the world for 15 years.	Startups can choose to use this virtual office as long as they are tenant incubators at BTP.	In this Virtual Office, the information on the website is Rp. 200,000 per month. Startups can use the facilities provided by BTP.	ICT is transforming the way incubators and their customers do business. The effect is significant and the pace of change is rapid. Several trends are evident: the physical importance of facilities will diminish, while the importance of services will increase; the e-incubator will provide counseling and training for physically remote ‘clients’; it will also enable startups to seek technology and raise funds from a broader base; incubators around the world were linked to virtual communities, which would facilitate the spread of good practice.
	Workspace Solution	BTP provides comfortable workspace facilities and prioritizes privacy.	Startups can take advantage of workspace facilities that can be used for mentoring and training activities.	The availability of physical space should not limit the space for startups to use the work space.	BTP offers services to startups that help them to build products in the form of commodities and services that people truly desire and that bring value to their lives. However, they must generate a profit.
	Technology Solution) Hardware Development, Software Development, Big Data Consultant)	BTP promises facilities that provide technology solution services that need to be developed for startups that are members of the incubation period.	It is hoped that this technology solution will be able to provide advances in both hardware and software.	Consultation for using Big Data Analysis will be given to mentors who are experts in their fields.	As representatives of the owners, they are responsible for adjusting the design and construction of an innovation and construction plan from production, for decisions on behalf of the owner, and for reference for those who need additional approvals for rapid completion.
Service dominant logic	Internal External Networking	The BTP incubator invests in infrastructure, external resources, and network capabilities that correlate favorably with startup success.	The BTP incubator facilitates the prudent deployment of current resources, the expansion of capabilities, and interactions both inside the incubator and with the larger business network. Although there are still inadequacies about the usage and function of incubator resources and capabilities and the methods they possess, it can be inferred that resources and capabilities impact service performance.	No objects are interchangeable in this stage, everything is purely about the science in the form of a network that will surely invesatsi needed by startups.	Focused on counseling activities, and HRD, building networking.
	Mentoring	Provides support such as training seminars, the Investment Club, mentorship, and entrepreneur counseling.	Embracing concepts, learning by doing, at work, and through work. Building a systematic connection of mentoring experience with the demands of the job. A possible approach moving from minimal workplace guidance to full mentoring support for startups.	Providing services such as training courses, mentoring on Investments; and entrepreneur guidance.	As an incubator, BTP offers services such as access to internal seed and venture capital funds, partner searches, aid with human resource challenges, and recruiting and mentorship assistance.
	Coaching	Assistance with management is often known as business counseling, coaching, or "mentoring." This relates to the different coaching activities provided for the development of entrepreneurs and their businesses.	Coaching completely dominant business lines must take place in the ICT-based business sector, the media, or communications. In accordance with the fundamental concepts behind the bottom-up business incubator, entrepreneurs should embrace knowledge and experience exchange and collaboration rather than rivalry.	Scheduled and scalable from every coach accompanying the Startup.	For value development, intelligent self-service platforms are required to provide substantial engagement between startups and coaches. Conversely, producers must be vigilant to recognize the possibilities presented by the four technical aspects (for example, the optimization capability for equipment). Such very intelligent service systems need substantial inter-provider interaction for value development. This presents the Incubator with a chance to enhance its offerings.
	Workshop	Awarded at least 10 workshops that match the needs of startups in Bandung Techno Park.	Workshop with mentoring for startups has arisen as a tool to aid entrepreneurs in making crucial choices. Provide a mentor (e.g., an experienced, expert, or successful consulting entrepreneur) to assist early-stage startup teams in finding acceptable issue solutions by implementing support programs (such as workshops) and providing entrepreneurs with techniques to develop their business ideas.	The social interactions that occur in relevant workshops are often offered by stake holders by such service providers as an incubator and accelerator.	Bring in experts who have experience and skills relevant to the workshops needed for startups. The agenda is set by BTP.
	Seminar	During the incubation period, seminars are held at least once a month. All startups involved are free to decide as needed. BTP facilitates the types and themes of the seminars being held.	The seminar is needed to provide education and share experiences from startup incubator alumni who have studied and have graduated from BTP.	The interaction between alumni and startups indirectly builds an internal ecosystem with startups.	Involving external parties to become speakers besides internal speakers / BTP graduates, is very useful for knowledge development and building a business ecosystem.
	Funding System	BTP manages funding sources for startups. During the incubation period, they have many opportunities to raise funds to advance startups and technological innovation.	The opportunity to obtain capital is given to all tenants. Startups are given the authority to manage capital and are accountable.	Along the way, there are still irregularities in the use of funds for startups and are unable to be accountable for managing the funds they have, even pivoting from their product development agenda.	The various parties involved in funding at the BTP incubator are not directly connected to the Startup, but are managed by BTP. The funding management system is still not well controlled.
	Product, Market, Technology Validation	Technology simulation practice carried out by experts available from the BTP network, both from users, and facilitated mentors.	Before transferring technology to the market, it must be experimentally tested by modelling its eventual practical use. BTP provides support with the simulation process based on the demands of the Startup.	As more is learned about the technology, simulations of technology validation in the form of technology prototypes are gradually updated to realistic settings. This phase of validation entails a multitude of roles played by diverse stakeholders.	BTP providing facilities in the form of "Demo-day" for Startups to tell target audiences about their goods, and indirectly contributes to the early validation of products, markets, and technologies. More about this source text Text source needed for more translation details
	Business Model Validation	BTP operates as an incubator to continually grow a structured and scalable startup team by facilitating the acquisition of fresh talent.	The BTP incubator determined that "startup failure is a commercial failure, and this happens because there is often an inventor, researcher, or innovator on the team, but no entrepreneur."	Completely needed in a startup is not only innovation and product development and technology from a product / service that is created, but creativity to be able to meet sustainable market needs.	Resources that are dynamic in model validation require a collaborative mental model to be more adaptable for startups.

Furthermore, the study distinguished between Goods-Dominant Logic (GD-L) and Service-Dominant Logic (SD-L) to map the service orientation. It highlighted the shift from goods-dominant logic to service-dominant logic and its implications for technology-based business incubators, emphasizing the importance of university-industry partnerships, interactive innovation models, and the role of service-dominant logic in creating value.

Data analysis

This research successfully enhanced the credibility and comprehensiveness of analyzing the service-dominant logic perspective in technology-based business incubators by identifying numerous examples and case studies, addressing challenges, proposing strategies, exploring cross-industry collaboration, and providing methodological details.

Successful incubator campaign identification

BTP effectively executed a pre-incubation campaign that engaged university faculties and labs to recruit incubation tenants. This aligns with the endeavors of technology-focused business incubators, which serve as co-creators of value and play a significant role in service science by facilitating the collaborative and interactive co-creation of value between service providers and customers.

Distinctive characteristics

Startups that become tenants are offered a one-of-a-kind and exceptional service package. Not only do they undergo a learning process, but they also get guidance from mentors and coaches who are adaptable to meet their requirements. Interactive modes of communication serve as a means for aspiring entrepreneurs to foster innovation. Before graduating from the incubation program, participants are guided on securing patents and copyrights for their discoveries. They also get support in building their professional network with industry professionals, investors, and government representatives.

Failure or struggle analysis

Many new tenants are admitted to the business incubator each year. However, according to statistics, only 10–15% effectively finish the program and graduate. This challenge often arises when entrepreneurs need to establish a clear and comprehensive business model, which is crucial for persuading potential investors. An in-depth investigation is required to assess the potential for innovation driven by technology and market forces. The main issue experienced at Bandung Techno Park is the higher probability of failure than success.

Result discussion

This research indicates that there is no standard measure of the efficacy of a technology-based business incubator when seen via the service-dominant logic lens, a managerial challenge for business incubators. Success is survival and company growth (Rothaermel & Thursby, 2005). Joining a business incubator firm is for the academic potential to create a collaborative business environment. We found almost no post-incubation performance studies. The brief pre-incubation, incubation, and post-incubation phases are only an analogy for the ease of "graduating" to become a tenant and have nothing to do with post-incubation survival. In this research, success is measured by thorough identification of industry requirements, periodic assessment of tenant/startup satisfaction with incubator services provided by physical facilities, and incubation programs (G-D Logics and S-D Logics). The two will improve performance management for tech incubators (Almoli, 2018).

Figure 5 shows how we separate service orientation from G-D Logics by concentrating on the physical facilities offered throughout the incubation term agreed upon by the company as a tenant with the management of a technology-based business incubator. This appears to be a significant service presented to potential tenants, rather than incubation programs that showcase businesses’ short- and long-term success through measurable and scheduled activities. S-D Logics are said to affect technology-based business incubators more. Startups require mentoring programs, stakeholder meetings, help creating networks, business contests to attract investors, workshops, training, coaching, and seminars. Technology-based business incubators may achieve short-term and long-term success by helping enterprises grow. A technology-based business incubator’s pre-, in-, and post-incubation operations work better when coupled to service-dominant reasoning. Service-Dominant Logic’s ten fundamentals, transportation, renewable energy, medical, and ICT services can also use the application.

Figure 5. Technology-based business incubator service orientation concept.

Service-dominant Logic allows us to study additional technology-based business incubators based on our insights. Thus, technology-based business incubators use at least seven Service Orientations (SOs) as service orientation lenses. Figure 5 shows two viewpoints of this orientation service.

• SO-1: Tech Business Incubators Science parks, innovation centers, and accelerators are technology-based business incubators. Technology and entrepreneurship are boosted by policy tools (Mian et al., 2016). Technology-based business incubators are generally formed through public-private collaborations involving universities, industries, and corporations, including all levels of government (Etzkowitz, 2002). To encourage creative local firms, knowledge transfer and product distribution are promoted. It’s not enough to grasp industry needs (Lalkaka, 2000).

• SO-2: Technology-based business incubator must have a periodic assessment program on startup satisfaction as a tenant for service incubators (Hackett & Dilts, 2004). If necessary, an assessment is also carried out to get feedback from all stakeholders of the technology-based business incubator. The assessment indicator may use the G-D Logics and S-D Logics element.

• SO-3: Efforts to manage the development center’s initial development stage of operating costs by providing vital tools and infrastructure may become critical. However, it is much more significant to establish a broader and more structured short-term and long-term plan for each tenant participating in the incubation period program (Campbell, 1989)

• SO-4: Improving the development of startup can be done by optimizing the management of collaboration among facility providers, program implementers, mentors, and internal and external agents as facilitators to apply service dominant logics with their respective competencies (Polat, 2021)

• SO-5: If previously stated, associations with universities increase the level of central business incubators (Lalkaka, 2006) is accurate, then the form of cooperation based on the potential of each field needs to be evaluated dynamically.

• SO-6: Incubators for businesses seek to increase their tenants’ proficiency in order to increase their chances of survival. In business incubators, the success of a company depends on the nature and delivery of the services provided (Bruneel et al., 2012). Carrying the concept of Service-dominant Logic results in the following types of services: providing quality technical assistance that is continuous, measurable, and targeted; professional market validation and marketing validation assistance; internal and external network support for startups; qualified human resources support for becoming a startup mentor; supporting legal approvals in the area of copyright legality and the resulting technological innovations; and supporting p2p (peer-to-peer) networks.

• SO-7: Quality of service assistance (Hackett & Dilts, 2004). Furthermore, the sort of coaching impacts the tenant company’s success percentage at a given period. The objective is for startups and facilitators to collaborate and successfully solve corporate issues in a methodical manner. During the coaching phase, the startup might get strategic short-term and long-term solutions (Siegel et al., 2003)

Good-dominant and Service-dominant logic cannot work separately, according to the seven service orientation assertions. Sustainable economic growth depends on promoting innovation and building new enterprises in the region with various stakeholders (Kakouris et al., 2016; Mian, 2014). In the University Technology Transfer (UTT) process from the early 1980s, the University Incubation model has fostered and sustained spin-off firms (McAdam et al., 2016).

Since then, similar models have grown globally to boost economic growth and development (Mian, 2014). The incubation process often involves mentorship and information exchange among varied stakeholders to encourage development and sustainability, according to the literature (Hackett and Dilts, 2004; Wu, 2010). Thus, government, universities, business, and end-user organizations must collaborate on it (Garrett-Jones et al., 2005).

Observation result of good-dominant logic perspective

As a technology-based business incubator, BTP’s physical premises and the physical facilities indicated in the matrix constitute the heart of value co-creation with its players (Amit & Zott, 2001; Storbacka et al., 2016). However, co-creating value in specific areas requires multiple participants (Kijima & Arai, 2016). BTP’s superb physical facilities are useless if the business incubator is not utilised efficiently. Startups can rent whole facilities to reach all actors. However, BTP needs a diversity of players to evaluate who would eventually become the seed of an Indonesian incubator network. Indonesia has a tech incubator ecosystem.

A platform that promises a technology-based composition of physical facilities by integrating various (physical) research facilities that allow start-ups to achieve learning, and build knowledge integration and resource sharing. Physical facilities have duration of use, cost, maintenance, are measurable, and have dimensions / capacities as needed. Such as: land area, electricity, internet connection with a certain capacity, and other measurable physical facilities.

Observation result of service-dominant logic perspective

BTP promotes collaboration among varied players with different origins, perspectives, and interests. Start-ups, BPT program managers, government, industry, mentors, business coaches, investors, and other stakeholders involved in the incubation process are observed. Building mutually beneficial connections fosters research, creativity, and technology. Services focus on intangible value co-creation in technology-based business incubators as well as measured and paid dimension quantities. Technology-based incubators need continual assessment opportunities after deployment. An incubator ecosystem will support start-ups, alumni, mentors, business coaches, and industry, government, and target markets in their learning process.

Service competencies for technology-based business incubator in S-D logics perspective

The methodology states that a service science and service orientation framework is used to assess criteria, stages, learning, facilities, graduation, and graduate programs. This makes the theoretical foundation important for this research and suggests a systematic approach to the service-dominant logic perspective, as explained in the theoretical thinking in Figure 6.

Figure 6. Service science and service orientation framework study.

The relationship between the research objectives and research questions is crucial for guiding this study and ensuring that the research outcomes address the intended goals. In this study, the research objectives are aligned with the research questions to provide a comprehensive understanding of the service-dominant logic in technology-based business incubators perspective.

The research objectives, as outlined in the methodology, focus on assessing the criteria, stages, learning, facilities, graduation, and post-graduate programs within technology-based business incubators using a service science and service orientation framework in Figure 6. These objectives directly relate to the research questions, which seek to understand the impact of the shift from goods-dominant logic to service-dominant logic on technology-based business incubators, the essential services provided by these incubators for startup success, and the application of service-dominant logic principles to assess and improve services in technology-based business incubators.

The alignment between the research objectives and research questions ensures that the study’s methodology and analysis directly address the core inquiries of the research, providing a comprehensive exploration of the service-dominant logic in technology-based business incubators. This connection is essential for maintaining the focus and relevance of the study’s findings. However, S-D Logics gives more value across all phases of the Startup’s incubation cycle. This study identifies seven abilities that managers of technology-based business incubators must possess and improve. This is explained based on the findings of prior investigations. During the indicating process, we identified at least 20 required competences, as shown in Table 4.

Table 4. Service-dominant logic technology-based business incubator service competencies.

Service competencies (SC)	Integration with service orientation of technology-based business incubator
SC1: Quality Technical Assistance Hackett and Dilts (2004). Von Zedtwitz and Grimaldi (2006). McAdam (2008). Scillitoe and Chakrabarti (2010). Webb et al. (2009).	SO-1; SO-4; SO-6; SO-7 To create and maintain quality, a technology-based business incubator’s management must have substantial experience advising, investing, or managing a firm. Invite seasoned specialists to help them assess the startup’s quality and suitability for technology-based incubators. Helping businesses plan innovation quality based on initial funding and directing them with an entrepreneurial approach to meet scientific, regulatory, and legal administrative criteria. This funding helps entrepreneurs make better goods and succeed.
SC2: Marketing Assistance Khalid et al., Abetti (2004). Bøllingtoft and Ulhøi (2005). Carayannis and Von Zedtwitz (2005). Grimaldi and Grandi (2005). Von Zedtwitz and Grimaldi (2006). Grimaldi and Grandi (2005). Becker and Gassmann (2006). McAdam and McAdam (2008). Scillitoe and Chakrabarti (2010). Santos and Eisenhardt, (2009).	SO-1; SO-2; SO-3; SO-5 "Incubation" uses technology, money, and expertise productively. Entrepreneurial talents, new business formation, and technology application are capitalized on. Incubators help startups with business and marketing strategies, management teams, financing, and a wide range of other professional services. Incubators offer flexible space, systems, and expertise.
SC3: Relationship and Network Support Hansen et al. (2000). Baker et al. (1992). Hackett and Dilts (2004). Soetanto and Jack (2013). Ford and Håkansso (2013). Gummesson et al. (2010). Gummesson (2017).	SO-1; SO-3; SO-5; SO-7 Technology-based business incubators help entrepreneurs create relationships and networks with other startups and foster a mutually beneficial environment. For a highly imaginative corporation, create a synergy network with universities to improve access to commercial aid, grants, investors, and related academic institutions. The support network must meet tenant needs and allow enterprises to interact with a variety of partners.
SC4: Education and Human Resources support Mian et al. (2016). Falkäng and Alberti, (2000). Fayolle et al. (2006). Wright et al. (2007).	SO-2; SO-4; SO-5 Service emphasis on operational demands in the form of physical facilities is obvious, but the competency of mentors, coaches, and experts, as well as asking specialists to analyze and validate, is also significant. Service-oriented startups with expert human resource help are more likely to succeed.
SC5: Statutory approval support Merrifield (1987). Saviano et al. (2017). Smilor (1987a, 1987b). Allen and Weinberg (1988). Bøllingtoft and Ulhøi (2005). Carayannis and Von Zedtwitz (2005). Becker and Gassmann (2006). McAdam and McAdam (2008).	SO-1; SO-4; SO-5; SO-6; SO-7 Incubation requires customization and flexibility in in in services like legal or strategic advice. Provide intellectual property and copyright services and knowledge of legal firm procedures. Depend on the entrepreneur’s background, goals, and environment.
SC6: Product development support Aerts et al. (2007). Carayannis and Von Zedtwitz (2005). Becker and Gassmann (2006). McAdam and McAdam (2008).	SO-1; SO-4; SO-6; SO-7 Incubators allow startups to engage with product innovation experts. This facility helps businesses improve product quality while creating networks with academics, industry professionals, and customers.
SC7: Securing capital Scaramuzzi (2002). Khalid et al.; Lalkaka (2002). Lendner and Dowling (2003).	SO-1; SO-2; SO-3 Startups incubating product innovations depend on investment. Incubators are crucial for funding, capital guarantees, investor meetings, and financial counseling. In this situation, the incubator’s orchestration of tenants’ money management skills is crucial. During pre-incubation, new tenants might learn from each period’s success.
SC8: Dissemination of information Smilor and Gill (1986). Campbell (1989). Allen and Weinberg (1988). Mian et al. (2016).	SO-1; SO-3; SO-5; SO-6 Technology-based business incubator managers must provide access to clients, suppliers, and subcontractors, partnership opportunities with other incubator companies, knowledge sharing and dissemination from practitioners, government regulations, and legal advice on copyright and intellectual property rights.
SC9: Feasibility study Campbell (1989). Allen and Weinberg (1988). Smilor and Gill (1986).	SO-2; SO-3; SO-4 In the incubation period, startups will go through the stages of product validation, market validation, and business and technology validation—the critical stage for conducting a series of feasibility studies of the developed business for newly startups. A structured and measurable companion must be formulated on an ongoing basis to ensure the startup’s success during the incubation period and for the future of the developed business.
SC10: Developing business plan Smilor (1987a, 1987b). Yu and Sangiorgi (2018).	SO-1; SO-3; SO-5; SO-6 Technology-based product development by startup incubators requires ongoing support. New business management will be planned, organized, and quantified through the business development process, which involves a business model. This service aims to predict startup failures from pre-incubation through post-incubation.
SC11: Business counseling Mian (1997). Phan et al. (2005). Mian et al. (2016). McAdam et al. (2016).	SO-5; SO-6; SO-7 Tech incubators have limited tenants. Therefore, they may have direct and extended human interactions with their consumers and anticipate their diverse needs through proactive and continual counseling. Since corporate service needs vary. The variation in demands may
SC12: Learning and adaptation Smilor and Gill (1986). Smilor (1986). Allen et al. (1988). Campbell (1989).	SO-2; SO-3; SO-4; SO-6 The knowledge, attitudes, skills, methods, and awareness required to accomplish tasks, solve issues, communicate, handle information, cooperate, create and share material, and gain knowledge in an effective, efficient, and appropriate way for work, enjoyment, participation, learning, and adaptation socializing in a critical, imaginative, entrepreneurial, creative, ethical, and sensible manner.
SC13: Cost reduction support Similor and Gill (1986). Allen and Rahman (1985). Allen and McCluskey (1991). Lalkaka (2002). Hannon (2005). Mian (1997). Shane (2004).	SO-1; SO-3; SO-7 Technology incubators and hubs with integrated service systems will increase size, reach, and decrease cost. Technological incubators may create franchise systems.
SC14: Accelerating the commercialization Allen et al. (1988). Phan et al. (2005). Chan and Lau (2005). Siltaloppi et al. (2016).	SO-2; SO-4; SO-6 Technologies-based business incubation will flourish in varied settings, growing technology, and diversified market segments. However, additional effort is needed to provide a basis for technology incubators’ prospective exploration and long-term prospects. Acceleration and synergy are needed to construct an ecosystem to hasten the exchange of experiences and opportunities between incubators and startups as clients.
SC15: Minimizing failure chances Campbell (1989). Allen and Weinberg (1988). Smilor and Gill (1986).	SO-2; SO-5; SO-7 Technology incubators compensate for market failures and resource allocation inefficiencies. Counseling is the key to preventing this.
SC16: Collaboration Yan et al. (2010). Santos and Eisenhardt (2009).	SO-3; SO-4; SO-6; SO-7 The convergence of services and government support may explain the incubation program’s success. Technocratic leadership is fostering university-state-business collaboration. Increasing scientific research productivity and creativity, finding (and maintaining) skilled incubator managers, creating an entrepreneurial culture, and moving from government subsidies to reasonable self-sustainability are the concerns to solve (referred to as "corporatization").
SC17: Communication Skills Karpen et al. (2012). Santos and Eisenhardt (2009). Lalkaka (2001).	SO-1; SO-2; SO-3; SO-7 Incubator managers must communicate well. The incubator must connect with tenants and the community and act as an information "node" for investors, the technology industry, and potential clients. Such managers must be good communicators.
SC18: Entrepreneurial Mindset Yan et al. (2010). Kohler (2016). Weiblen and Chesbrough (2015). Donofrio et al. (2010). Spohrer and Maglio (2008). Spohrer et al. (2008, December).	SO-4; SO-5; SO-6; SP-7 Technology-based business incubators might not always maximize firms’ innovation and competitive advantage potential. Startups and incubators look excellent for innovation due to their entrepreneurial and collaborative efforts. Large companies and startups struggle to work together. Formation is optimal during incubation. Technology-based business incubators must provide an environment to detect and capture organizational learning and nurture a sustainable entrepreneurial mentality.
SC19: Entrepreneurial Culture Lalkaka (2001, November).	SO-1; SO-5; SO-6 Technology-based business incubators need financial preparedness, sufficient technology facilities, entrepreneurial culture, and a supportive environment, especially in certain regions. Practitioners of technology-based business incubators that are not ideal should seek out worldwide best practices and then adapt their work culture, based on what they have and know, to fit their local culture, boundaries, environment, and circumstances.
SC20: Business Ethics Lalkaka (2006).	SO-1; SO-4; SO-7 Startups need reliable services. Incubator managers must develop multidimensional skills like managerial competencies, communication skills, leadership, ethics, empathy, and an understanding of social impact and environmental defects to help the community accept dynamic and systematic technology-based businesses that can develop ethically.

Discussion and findings

• The incubator has fostered the development of technology and business-oriented businesses and research institutions by merging diverse research and development (R&D) teams from universities, government, and industry. This acknowledgment recognizes the synergistic aspect of innovation and the incorporation of diverse research and development (R&D) teams from academic institutions, governmental bodies, and the business sector. The historical trajectory of university business incubators within the university-industry relationship demonstrates a transition from linear to interactive innovation models. The use of accumulated information is increasingly significant in driving innovation in products and startups. In tandem with the incubator’s growth from a self-contained institution to a networked organization, the incubation services transformed, and the collaboration between the university and industry was scrutinized.

• Consequently, an interconnected system of networks will expand. As a result of changes in laws and government funding programs, this process of providing services becomes a collaborative effort between universities, industries, and the government to produce value together. The services offered by Bandung Techno Park are meant to include several stakeholders. The Business and Technology Park (BTP), in collaboration with Telkom University and Telkom Education Foundation, oversees the business process goals of the two institutions. This discussion involves active participation from the Local Government, Ministry of Industrial, Ministry of Research and Technology, and several other stakeholders within the technology-based sector. A structured business operation system characterizes Bandung Techno Park’s learning process. However, it also encourages service improvisation and creativity by emphasizing two key components: co-experience and co-development. In this scenario, there is the opportunity to see the influence of many elements on the business process and interactions inside the BTP system, particularly during the incubation phase. Understanding the role of Bandung Techno Park as a platform within a technology-based business incubator ecosystem is crucial for methodically creating value via collaborative efforts.

• The S-D Logics standpoint on the implementation of services in technology-based business incubators offers a new design foundation that involves the re-engineering and re-evaluation of many empirically recognized assumptions about the incubation period trajectory for startups.

Conclusions

• Paradigm Shift: A paradigm shift from transactional service characteristics to value-in-use, from objective operands to embedded operands that form collaborative variables in a technology-based ecosystem. Thus, tenants and startups see consumer-centricity. Unlike the G-D Logics’ physical facilities, the S-D Logics’ larger breadth allows researchers and managers to better understand and contribute to sustainable innovation.

• Framework Study Value: The Service-Dominant Logic (SDL) concept carries a framework that shifts the focus from the temporary and transactional exchange of goods or products to the exchange of value through sustainable services. Essentially, SDL recognizes that value can be created through collaboration between service providers and consumers and that service is the basis of the economy. However, in its implementation, value creation involves many parties, actors, and elements that cannot work independently. The importance of forming collaboration between elements to provide services to each other for success. In the context of technology-based business incubators, the application of SDL can have several valuable essences:

• Service Orientation: S-D Logics’ emphasizes understanding and fulfilling consumer needs through optimal service to each other, or in other words, providing the best service to each other. This perspective means focusing on providing services that support business development for startup companies, from the pre-incubation stage, incubation period, to post-incubation. Sustainable synergy to create shared value is not only complete after the startup’s incubation period.

• Generalization: In this case, technology-based business incubators such as Bandung Techno Park may have a university business incubator model similar to others in Indonesia. However, there is a different context for more specific operationalization. In that case, institutions must evaluate service management and institutionalization of physical facilities with different parameters, such as affordable prices, reliable network access, collaborative services with partner incubators, and compliance with standard recruitment practices. However, the service orientation concept found in this research is very flexible and can be used.

• Interaction in Collaboration: S-D Logics’ emphasizes the importance of collaboration between service providers and consumers. In business incubators, this can be reflected in the close relationship between technology-based business incubators and developing companies, where there is an exchange of knowledge, resources, experience, and support to increase the value mutually achieved. Solving every problem that arises at each incubation stage is no longer following silo problem solving but requires the interaction of various actors and collaboration.

• Importance of Knowledge Integration: S-D Logics’ recognizes that knowledge is the key to creating value. In a technology-based business incubator, this can include sharing industry knowledge, technology, best business practices, business ethics, marketing, creative industries, laws and regulations, and involving skills between the technology-based incubator and developing companies.

• Results and Value Orientation: Focus on results and customer value is the S-D Logics perspective’s main principle. In this case, the perspective of a technology-based business incubator must be able to measure success not only from a financial perspective but also from the impact of the technology produced by the supported companies on society and the survival of humanity.

• Adaptability and Flexibility: S-D Logics’ recognizes that the business environment is constantly changing, and adaptability is critical. In the context of an incubator, this could include flexibility in providing services tailored to each startup’s unique needs.

• Technology Use: S-D Logics’ views technology as a tool to facilitate value exchange between service providers and consumers. Technology can increase efficiency, facilitate communication, and provide innovative solutions in business incubators.

• Importance of Experience: S-D Logics’ places importance on experience in creating value. In the context of a business incubator, this can mean creating a positive and supportive experience for the startups being mentored.

• Applying the essence of Service-Dominant Logic to business incubators can help create an environment that supports the growth and development of startup companies with a focus on providing value through service. Despite limited resources, startups may grow businesses. Due to shared curriculum design experiences, BTP must prepare lessons. It will help startups create products with market-driven technologies and commercial strategy. Innovatively driven. Therefore, assisting startups financially may be a result of the mutual resolve to establish the business’s targeted outcome throughout its initial development phase to enter the open market.

• Bandung Techno Park’s technology-based business incubator, as a model for other university business incubators in Indonesia, should evaluate institutionalization of physical facilities at affordable rates, access to reliable networks, collaborative services with partner incubators, and adherence to standardized recruitment practices.

• Technology-based business incubators must create and offer continual evaluation. An incubator ecosystem will support start-ups, alumni, mentors, business coaches, and industry, government, and target markets in the innovation conversation. International university cooperation will also be possible. Scientific advancement and global sustainability.

• The study’s limitations are its emphasis on the need for continuous evaluation and more inquiry to understand the service-oriented rationale in technology-based business incubators fully. Additionally, it emphasizes the need to use quantitative analysis with more significant sample sizes and longitudinal research approaches. Furthermore, the article admits that the network undergoes expansion and changes throughout time, rendering its complexity unquantifiable.

• More research is needed to understand the service-dominant rationale in technology-based business incubators. This sector requires a larger sample size and technology-based incubators to obtain statistical results. Given the location, conditions, and regulatory environment, additional technology-based business incubators may experience the outcomes of this research. This issue needs more research. Thus, while considering future research, it is important to remember that the network expands and changes with time, making its complexity impossible to estimate. Quantitative study with larger samples and comparisons to other incubators is beneficial. A longitudinal research technique and qualitative investigations help us comprehend networks’ complexity and how they improve technology-based incubator enterprises’ services using S-D Logics’.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Eka Yuliana

Eka Yuliana, In 2002, she obtained a Bachelor of Industrial Engineering from the Islamic University of Bandung. She received her Master of Science in Management from the School of Business Management, ITB, in 2010, with a focus on company strategy and marketing. She now has a position as a professor in the School of Economics and Business at Telkom University. The researcher specializes in technology-based incubators and is pursuing a PhD degree in science management at the School of Business Management, ITB. This study is the outcome of a comprehensive review of the literature that underpins the analysis and debate of technology-based business incubators. His research in marketing, entrepreneurship, and consumer behavior expands the range of research findings on knowledge transformation across several disciplines under his supervision. Researchers want to demonstrate the feasibility of creating technology-based business incubators by analyzing them through the lenses of service science and systems thinking. They are very focused on expanding the role of business incubators beyond offering just transactional services and facilities.

Utomo Sarjono Putro

Utomo Sarjono Putro, Professor Utomo graduated with a Bachelor of Engineering from the Department of Industrial Engineering at Institut Teknologi Bandung in 1992, then went on to earn a Master’s degree in Decision Science from the Tokyo Institute of Technology in 1995 and a Doctorate in Decision Science from the Department of Value and Decision Science in 2001. Prof. Utomo has authored book chapters in Springer publications and articles in IEEE Transactions on Systems, Man, and Cybernetics, Systems Analysis Modeling Simulation, Systems Research and Behavioral Science, and Procedia Social and Behavioral Science. He presented papers at conferences held by the IEEE Transactions on Systems, Man, and Cybernetics and the Asia Pacific Conference on Operation Research Society in Japan, Singapore, China, and Vietnam. He provided consultation to state and private firms and governments on negotiation strategies, policy-making using systems modeling, strategic decisionmaking, and decision science. He specializes in studying systems modeling in policy creation, systems thinking, systems approaches to decision-making, negotiation, service sciences, and agent-based modeling. He reads foreign journals such as Systems Research and Behavioral Science and the Asian Journal of Management Science and Applications.

Pri Hermawan

Pri Hermawan, he obtained his Bachelor of Engineering in Electrical Engineering with a Telecommunication Specialization from TELKOM University (STT TELKOM) in Bandung in 1998. He obtained a Master of Engineering degree from the Department of Industrial Engineering and Management at ITB in 2005. The focus of his master’s thesis was on using the adaptive learning model of Hypergame for competitive signaling in corporate marketing interactions. He obtained his doctoral degree in value and decision science from the Tokyo Institute of Technology in Japan in 2009. A scholarship from MEXT: Ministry of Education, Culture, Sport, Science, and Technology (Monbukagakusho) in Japan supported his dissertation, which concentrated on a drama-theoretic analysis of negotiation dilemmas and their application. He is interested in using soft computing for social simulation and using a systems science-based approach to decision-making and bargaining in his study. He has worked as a reviewer for many international publications. He is also an associate professor at School of Business Management ITB; currently, he is the Chief of Decision-Making Science and Negotiation Research Group.

Astri Ghina

Astri Ghina, she is an associate professor in the Master of Management program at the Faculty of Economics and Business. She pursued a chemistry degree at Padjadjaran University from 1998 to 2002. Astri completed her Master of Science in Management degree from the School of Business and Management (SBM) at Institut Teknologi Bandung (ITB) in 2011. She completed her Doctor of Science in Management (DSM) degree from the School of Business and Management (SBM) at Institut Teknologi Bandung (ITB) in 2015.