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Vink, J., Joly, M. P., Wetter-Edman, K., Tronvoll, B. & Edvardsson, B. (2019). Changing the Rules of the Game in Healthcare Through Service Design. In: Pfannstiel M. A. and Rasche C. (Ed.), Service Design and Service Thinking in Healthcare and Hospital Management: (pp. 19-37). Switzerland: Springer
Open this publication in new window or tab >>Changing the Rules of the Game in Healthcare Through Service Design
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2019 (English)In: Service Design and Service Thinking in Healthcare and Hospital Management / [ed] Pfannstiel M. A. and Rasche C., Switzerland: Springer, 2019, p. 19-37Chapter in book (Other academic)
Abstract [en]

Innovation in healthcare requires changing the institutional arrangements or whatare often referred to as “the rules of the game.” Such a change demands that actorsdo institutional work—intentionally creating, disrupting, and maintaining theentrenched ways of operating within the system. This chapter explores how servicedesign practices contribute to changing the rules of the game in healthcare byintegrating research on service design and institutional work. Based on a literaturereview, five characteristics of service design practices—multidisciplinary, experiential, participatory, experimental, and reflective—are highlighted and linkedto the antecedents of institutional work. Illustrative examples of service designprojects from Experio Lab, an embedded service design group in the Swedishhealthcare system, are used to contextualize the findings. In doing so, this chapterprovides a clear rationale for how service design practices enable innovation inhealthcare and offer insights for healthcare practitioners interested in workingtoward institutional change through service design.

Place, publisher, year, edition, pages
Switzerland: Springer, 2019
Keywords
service design, innovation, healthcare, institutional theory, institutions
National Category
Health Care Service and Management, Health Policy and Services and Health Economy
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-71966 (URN)10.1007/978-3-030-00749-2_2 (DOI)978-3-030-00748-5 (ISBN)
Available from: 2019-05-05 Created: 2019-05-05 Last updated: 2019-05-16Bibliographically approved
Caridà, A., Edvardsson, B. & Colurcio, M. (2019). Conceptualizing resource integration as an embedded process: Matching, resourcing and valuing. Marketing Theory, 19(1), 65-84
Open this publication in new window or tab >>Conceptualizing resource integration as an embedded process: Matching, resourcing and valuing
2019 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 19, no 1, p. 65-84Article in journal (Refereed) Published
Abstract [en]

The strong linkage between the creation of value and the actors’ resource-integrating efforts forces academics and practitioners to understand how value stems from resource integration (RI). This article analyses RI as an embedded process within the wider process of interactive value formation. The study is conceptual in nature and adopts a qualitative research approach and an empirical contextualization strategy. It provides a granular perspective on RI and proposes a framework that depicts RI as a process that shapes and results from a complex service context through a sequence of three phases: matching, resourcing and valuing. The article, particularly the suggested new framework, contributes to the extant literature on RI in service research; it reconceptualizes RI as process per se that is embedded in actors’ value co-creation efforts and offers the opportunity to reflect on this process as a fundamental enabler in value-creating service ecosystems.

Place, publisher, year, edition, pages
Sage Publications, 2019
Keywords
Practice theory, resource integration process, S-D logic, value
National Category
Business Administration Information Systems, Social aspects Computer and Information Sciences Social Sciences Interdisciplinary
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-67403 (URN)10.1177/1470593118772215 (DOI)000460929700005 ()2-s2.0-85046682800 (Scopus ID)
Available from: 2018-05-29 Created: 2018-05-29 Last updated: 2019-04-05Bibliographically approved
Valtakoski, A., Reynoso, J., Maranto, D., Edvardsson, B. & Maravillo Cabrera, E. (2019). Cross-country differences in new service development: The moderating effects of national culture. Journal of Service Management
Open this publication in new window or tab >>Cross-country differences in new service development: The moderating effects of national culture
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2019 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose: The purpose of this paper is to test how national culture may help to explain cross-country differences in new service development (NSD) by comparing the impact of NSD success factors between Mexico and Sweden. Design/methodology/approach: Eight hypotheses based on prior literature on NSD and national culture were tested using covariance-based structural equation modeling and survey data from 210 Mexican and 173 Swedish firms. Findings: Launch proficiency and customer interaction had a positive impact on NSD performance with no difference between the two cultures. NSD process formalization did not have clear positive impact on NSD performance but had a statistically significantly stronger impact in the structured culture (Mexico). Team empowerment affected NSD performance positively, but the difference between cultures was non-significant. Research limitations/implications: The impact of national culture depends on the type of NSD success factor. Some factors are unaffected by the cultural context, while factors congruent with the national culture enhance performance. Factors incongruent with national culture may even hurt NSD performance. Practical implications: When choosing priorities in NSD improvement, managers need to consider the national culture environment. Originality/value: Paper directly tests how national culture moderates NSD performance using primary data. Findings suggest that the effects of NSD success factors are contingent on congruence with national culture.

Place, publisher, year, edition, pages
Emerald Group Publishing Ltd., 2019
Keywords
Business performance, Culture, Customer integration, Employee behaviour, New service development, Service innovation
National Category
Economics and Business
Identifiers
urn:nbn:se:kau:diva-71752 (URN)10.1108/JOSM-05-2018-0134 (DOI)2-s2.0-85062652330 (Scopus ID)
Available from: 2019-04-05 Created: 2019-04-05 Last updated: 2019-04-09Bibliographically approved
Tronvoll, B., Edvardsson, B. & Möllerskov-Jonzon, M. (2019). From customer feedback to innovation: The IKEA innovation journey from screws to click. In: Per Kristenson, Peter Magnusson, Lars Witell (Ed.), Service Innovation for Sustainable Business: Stimulating, Realizing and Capturing the value from Service Innovation: (pp. 75-93). World Scientific
Open this publication in new window or tab >>From customer feedback to innovation: The IKEA innovation journey from screws to click
2019 (English)In: Service Innovation for Sustainable Business: Stimulating, Realizing and Capturing the value from Service Innovation / [ed] Per Kristenson, Peter Magnusson, Lars Witell, World Scientific, 2019, p. 75-93Chapter in book (Other academic)
Abstract [en]

The following sections are included: Introduction Democratic Design as a Basis for Customer-Centric Innovation Discussion References

Place, publisher, year, edition, pages
World Scientific, 2019
National Category
Business Administration
Identifiers
urn:nbn:se:kau:diva-73359 (URN)10.1142/9789813273382_0005 (DOI)2-s2.0-85067156086 (Scopus ID)9789813273382 (ISBN)9789813273375 (ISBN)
Available from: 2019-07-02 Created: 2019-07-02 Last updated: 2019-07-02Bibliographically approved
Di Pietro, L., Edvardsson, B., Reynoso, J., Renzi, M. F., Toni, M. & Mugion, R. G. (2018). A scaling up framework for innovative service ecosystems: lessons from Eataly and KidZania. Journal of Service Management, 29(1), 146-175
Open this publication in new window or tab >>A scaling up framework for innovative service ecosystems: lessons from Eataly and KidZania
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2018 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 29, no 1, p. 146-175Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to explore why innovative service ecosystems scale up, using a service-dominant logic lens. The focus is on identifying the key drivers of the scaling-up process as the basis for a new conceptual framework on the scaling up of service innovations. Design/methodology/approach - An inductive research design is used to zoom in on two innovative service ecosystems, Eataly and KidZania, to identify the key drivers that can explain why innovations scale up. For both companies, the triangulation of semi-structured interviews, archival sources and in-store observations is used as complementary data sets. Multiple investigators and multiple coders have been involved in the data collection, coding process and analysis. Findings - An extended conceptualization of service innovation is obtained, grounded in a framework of four drivers of scaling up: effectuation as the basis for creating the value proposition; sensing and adapting to local contexts; the reconfiguration and alignment of resources and forms for collaboration between actors; and values' resonance. Originality/value - This study represents one of the first empirical investigations of the key drivers of the scaling up process of service innovations. The paper contributes with a conceptualization of service innovation and why scaling-up processes emerge, emphasizing the existence of multiple constellations of four drivers.

Place, publisher, year, edition, pages
Bingley, UK: Emerald Group Publishing Limited, 2018
Keywords
Service-dominant logic, Entrepreneur, Service ecosystem, Value propositions, Constellation of drivers, Driver, Scaling up, Institutional arrangements
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-66937 (URN)10.1108/JOSM-02-2017-0054 (DOI)000427788800006 ()
Available from: 2018-04-06 Created: 2018-04-06 Last updated: 2018-05-17Bibliographically approved
Åkesson, M. & Edvardsson, B. (2018). Customer roles from a self-service system perspective. International Journal of Quality and Service Sciences, 10(2), 196-210
Open this publication in new window or tab >>Customer roles from a self-service system perspective
2018 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 10, no 2, p. 196-210Article in journal (Refereed) Published
Abstract [en]

Purpose: This paper aims to develop a theoretical framework of archetypical customer roles in a self-service-based system by applying role theory to understand customers’ resource integration and value co-creation efforts in practice. Design/methodology/approach: This study is based on a three-phase explorative case study of customers’ experiences of using self-service technologies at a furniture retailer. A total of 90 interviews were conducted. Findings: Four archetypical enacted customer roles during value co-creation in a self-service-based system are identified: passive non-bothered, passive hesitant, active realist and active independent. Furthermore, it is shown that these roles shape how resources become. Research limitations/implications: The challenges facing our retail practice bear similarities with those in other contexts, e.g. financial and travel industries, government or public sector service settings, in which self-service technologies are becoming more common. Therefore, this study setting enables some tentative generalizations. The case study approach, however, limits the statistical generalizability of the findings. Practical implications: The importance of understanding is that not all customers are well-equipped for co-creating value through self-service. By engaging customers and offering them guidance when they encounter difficulties in managing the value co-creation process, as well as viewing them as resource integrators and value co-creators, firms can help them enact more active roles. Originality/value: The archetypical customer roles contribute theoretically to detailing how resource integration and value co-creation can be shaped by enacted roles, an influence that has not been explicitly proposed in empirical service research.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
Keywords
Customer roles, S-D logic, Self-service technology, Service system, Value co-creation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-68078 (URN)10.1108/IJQSS-10-2017-0089 (DOI)000434297600007 ()2-s2.0-85048068665 (Scopus ID)
Available from: 2018-06-26 Created: 2018-06-26 Last updated: 2018-08-16Bibliographically approved
Edvardsson, B., Frow, P., Jaakkola, E., Keiningham, T. L., Koskela-Huotari, K., Mele, C. & Tombs, A. (2018). Examining how context change foster service innovation. Journal of Service Management, 29(5), 932-955
Open this publication in new window or tab >>Examining how context change foster service innovation
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2018 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 29, no 5, p. 932-955Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to explore the role of context in service innovation by developing a conceptual framework that illuminates the key elements and trends in context change.

Design/methodology/approach – The paper adopts a service ecosystem lens for understanding how elements and trends in context foster service innovation. A conceptual framework identifying the role of context change in fostering service innovation is developed and justified through illustrations across industry settings of health, retailing, banking and education.

Findings – Context change is conceptualized by three trends – speed, granularity and liquification – that provide an analytical foundation for understanding how changes in the elements of context – space, resources and institutional arrangements – can foster service innovation. The analysis indicates emerging patterns across industries that allow exploring scenarios, grounded in emerging trends and developments in service innovation toward 2050.

Practical implications – Managers are offered a framework to guide service innovation and help them prepare for the future. The paper also suggests areas for further research.

Originality/value – The paper contributes with a new conceptualization of context change to identify and explain service innovation opportunities. Managers are offered a framework to guide service innovation and help them prepare for 2050. The paper also suggests areas for further service innovation research, zooming in on contextual changes to prepare for 2050.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
Keywords
Resources, Service innovation, Context, Service ecosystem, Institutional arrangements, Dynamics
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-70008 (URN)10.1108/JOSM-04-2018-0112 (DOI)000449487800008 ()
Available from: 2018-11-01 Created: 2018-11-01 Last updated: 2019-04-04Bibliographically approved
Findsrud, R. G., Tronvoll, B. & Edvardsson, B. (2018). Motivation: The missing driver for theorizing about resource integration. Marketing Theory, 18(4), 493-519
Open this publication in new window or tab >>Motivation: The missing driver for theorizing about resource integration
2018 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 18, no 4, p. 493-519Article in journal (Refereed) Published
Abstract [en]

Resource integration is vital to value co-creation. However, most research focuses on competencies as enablers of resource integration and the social aspects that guide them. Based on a literature review of resource integration and motivation theories, this article proposes including motivation as a driver of resource integration and integrating concepts from motivation theories into the resource integration process. This approach extends the understanding and conceptualization of actors’ resource integration processes, such that motivation determines the direction, intensity, and persistence of effort. When they engage in behavioral and cognitive activities, actors interact with resources, which informs the actors and influences their competences and motivation. Accordingly, motivation is central for a clear understanding of the psychological mechanisms of resource integration processes, as motivation expands the explanatory power of sociological factors by including intensity and persistence.

Place, publisher, year, edition, pages
Sage Publications, 2018
Keywords
Competencies, effort, institutions, motivation, resource integration, value co-creation
National Category
Business Administration Information Systems, Social aspects Social Sciences Interdisciplinary
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-67083 (URN)10.1177/1470593118764590 (DOI)000453097100004 ()2-s2.0-85044519907 (Scopus ID)
Available from: 2018-04-19 Created: 2018-04-19 Last updated: 2019-03-14Bibliographically approved
Yoho, K. D., Ford, R., Edvardsson, B. & Dahlinger, F. (2018). Moving “The Greatest Show on Earth”: W.C. Coup as an innovation champion. Journal of Management History, 24(1), 76-98
Open this publication in new window or tab >>Moving “The Greatest Show on Earth”: W.C. Coup as an innovation champion
2018 (English)In: Journal of Management History, ISSN 1751-1348, E-ISSN 1758-7751, Vol. 24, no 1, p. 76-98Article in journal (Refereed) Published
Abstract [en]

Purpose: This research aims to provide a historical example of how an innovation champion radically changed the operations of the circus industry by incorporating both the rational and actuation models in his scaling-up innovations. The innovations to the logistics and operations of the P. T. Barnum Circus, “The Greatest Show on Earth”, created by William C. Coup in response to the massive technological development of integrated railroad systems offer new insights into how management effectuation operates through the capabilities and experiences of an innovation champion. Design/methodology/approach: The authors use a theoretically anchored longitudinal study that captures the mechanisms and processes of innovation by adopting an explorative, inductive research design in the form of a single in-depth case analysis. Findings: Coup’s contributions show how the management innovation process works and adds detail with regard to how a champion of change may succeed in an effectuation process. Coup’s management innovation was in scaling-up others’ innovations. In an effectuation process similar to what entrepreneurs must do when their new ideas find a growing market acceptance, Coup repeatedly scaled-up others’ ideas in ways that changed how his industry operated. Originality/value: Although there is some agreement on how management influences innovation in their organizations, research identifying the characteristics of managers that cause them to be innovation champions is still evolving and this current work adds to this endeavor. This work provides a rich illustration of an innovation champion’s use of effectuation as a process of experimentation to discover pragmatic and effective solutions to problems arising from the use of new technology or scaling business models to levels never before imagined. © 2018, Emerald Publishing Limited.

Place, publisher, year, edition, pages
Emerald Group Publishing Ltd., 2018
Keywords
Circus, Effectuation, Innovation champion, Logistics, Scaling, William C. Coup
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-66403 (URN)10.1108/JMH-07-2017-0035 (DOI)2-s2.0-85041425660 (Scopus ID)
Note

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Available from: 2018-02-16 Created: 2018-02-16 Last updated: 2018-06-07Bibliographically approved
Vink, J., Edvardsson, B., Wetter-Edman, K. & Tronvoll, B. (2018). Reshaping mental models – enabling innovation through service design. Journal of Service Management, 30(1), 75-104
Open this publication in new window or tab >>Reshaping mental models – enabling innovation through service design
2018 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 30, no 1, p. 75-104Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to analyze how service design practices reshape mental models to enable innovation. Mental models are actors’ assumptions and beliefs that guide their behavior and interpretation of their environment. Design/methodology/approach: This paper offers a conceptual framework for innovation in service ecosystems through service design that connects the macro view of innovation as changing institutional arrangements with the micro view of innovation as reshaping actors’ mental models. Furthermore, through an 18-month ethnographic study of service design practices in the context of healthcare, how service design practices reshape mental models to enable innovation is investigated. Findings: This research highlights that service design reshapes mental models through the practices of sensing surprise, perceiving multiples and embodying alternatives. This paper delineates the enabling conditions for these practices to occur, such as coaching, diverse participation and supportive physical materials. Research limitations/implications: This study brings forward the underappreciated role of actors’ mental models in innovation. It highlights that innovation in service ecosystems is not simply about actors making changes to their external context but also actors shifting their own assumptions and beliefs. Practical implications: This paper offers insights for service managers and service designers interested in supporting innovation on how to catalyze shifts in actors’ mental models by creating the conditions for specific service design practices. Originality/value: This paper is the first to shed light on the central role of actors’ mental models in innovation and identify the service design practices that reshape mental models.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
Keywords
Innovation, Institutional arrangements, Institutional work, Mental models, Service design, Service ecosystems
National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-71248 (URN)10.1108/JOSM-08-2017-0186 (DOI)000458664200004 ()2-s2.0-85058100079 (Scopus ID)
Available from: 2019-02-21 Created: 2019-02-21 Last updated: 2019-05-05Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-2705-0836

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