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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
Caridà, A., Edvardsson, B. & Colurcio, M. (2018). Conceptualizing resource integration as an embedded process: Matching, resourcing and valuing. Marketing Theory
Open this publication in new window or tab >>Conceptualizing resource integration as an embedded process: Matching, resourcing and valuing
2018 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301XArticle in journal (Refereed) Epub ahead of print
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 Ltd, 2018
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)2-s2.0-85046682800 (Scopus ID)
Available from: 2018-05-29 Created: 2018-05-29 Last updated: 2018-06-25Bibliographically 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
Findsrud, R. G., Tronvoll, B. & Edvardsson, B. (2018). Motivation: The missing driver for theorizing about resource integration. Marketing Theory
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 1741-301XArticle in journal (Refereed) Epub ahead of print
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 Ltd, 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)2-s2.0-85044519907 (Scopus ID)
Available from: 2018-04-19 Created: 2018-04-19 Last updated: 2018-06-28Bibliographically 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
Vargo, S. L., Koskela-Huotari, K., Baron, S., Edvardsson, B., Reynoso, J. & Colurcio, M. (2017). A systems perspective on markets – Toward a research agenda. Journal of Business Research, 79, 260-268
Open this publication in new window or tab >>A systems perspective on markets – Toward a research agenda
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2017 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 79, p. 260-268Article in journal (Refereed) Published
Abstract [en]

This paper addresses the implications of an emerging, increasingly important way of thinking about markets: systems thinking. A market is one of the most foundational abstractions in marketing and business research; yet, it often receives too little attention. As a result, the taken-for-granted assumptions about markets spur from over-simplified conceptualizations of neoclassical economics that depict markets as static and mechanistic. Systems thinking represents a major change in perspective that involves transcending this mechanistic worldview and thinking instead in terms of wholes, relationships, processes, and patterns. We argue that building a theory of markets based on systems thinking, would enable scholars to develop more realistic models that correspond with fast-changing business environment and therefore, increase both the rigor and relevance of future research. To further this aim, we identify the main implications of systems thinking and formulate them into a research agenda to further the systemic understanding of markets. 

Place, publisher, year, edition, pages
Elsevier, 2017
Keywords
Markets, Systems thinking, Marketing, Complex systems, Research agenda
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-66437 (URN)10.1016/j.jbusres.2017.03.011 (DOI)000406983600025 ()
Available from: 2018-02-21 Created: 2018-02-21 Last updated: 2018-08-15Bibliographically approved
Holmlid, S., Wetter-Edman, K. & Edvardsson, B. (2017). Breaking free from NSD: Design and service beyond new service development. In: Sangiorgi, D. and Prendiville, A (Ed.), Designing for Service: Key Issues and New Directions (pp. 95-105). London: Bloomsbury
Open this publication in new window or tab >>Breaking free from NSD: Design and service beyond new service development
2017 (English)In: Designing for Service: Key Issues and New Directions / [ed] Sangiorgi, D. and Prendiville, A, London: Bloomsbury , 2017, p. 95-105Chapter in book (Refereed)
Place, publisher, year, edition, pages
London: Bloomsbury, 2017
National Category
Social Sciences Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-62864 (URN)978-1-4742-5012-2 (ISBN)
Available from: 2017-08-31 Created: 2017-08-31 Last updated: 2018-06-26Bibliographically approved
Gemmel, P., Meijboomb, B., Akkermansc, J., De Bergha, T. & Edvardsson, B. (2017). Coordination Routines Healthcare to create Value in Handover moments. In: Patricio, L. (Ed.), Proceedings of the QUIS15 International Research Symposium on Service Excellence in Management, June 12-15 2017, Porto, Portugal: . Paper presented at QUIS15, The 15th International Research Symposium on Service Excellence in Management, in Porto, Portugal, June 12-15 (pp. 133-142).
Open this publication in new window or tab >>Coordination Routines Healthcare to create Value in Handover moments
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2017 (English)In: Proceedings of the QUIS15 International Research Symposium on Service Excellence in Management, June 12-15 2017, Porto, Portugal / [ed] Patricio, L., 2017, p. 133-142Conference paper, Oral presentation only (Refereed)
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-62861 (URN)
Conference
QUIS15, The 15th International Research Symposium on Service Excellence in Management, in Porto, Portugal, June 12-15
Available from: 2017-08-31 Created: 2017-08-31 Last updated: 2018-06-26Bibliographically approved
Jaakkola, E., Meiren, T., Witell, L., Edvardsson, B., Schfer, A., Reynoso, J., . . . Weitlaner, D. (2017). Does one size fit all?: New service development across different types of services. Journal of Service Management, 28(2), 329-347
Open this publication in new window or tab >>Does one size fit all?: New service development across different types of services
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2017 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 28, no 2, p. 329-347Article in journal (Refereed) Published
Abstract [en]

Purpose - The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types. Design/methodology/approach - An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results. Findings - Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types. Practical implications - The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed. Originality/value - This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the "one size fits all" assumption evident in current NSD research.

Place, publisher, year, edition, pages
Bingley, UK: Emerald Group Publishing Limited, 2017
Keywords
Survey, Project team, New service development, NSD methods, Service characteristics, Service typology
National Category
Business Administration Information Systems, Social aspects Human Aspects of ICT
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65527 (URN)10.1108/JOSM-11-2015-0370 (DOI)000401069200007 ()
Available from: 2018-01-04 Created: 2018-01-04 Last updated: 2018-06-08Bibliographically approved
Findsrud, R. G., Tronvoll, B. & Edvardsson, B. (2016). CONCEPTUALIZING RESOURCE INTEGRATION IN VALUE CO-CREATION USING THEORIES OF MOTIVATION. In: RussoSpena, T & Mele, C (Ed.), WHAT'S AHEAD IN SERVICE RESEARCH?: NEW PERSPECTIVES FOR BUSINESS AND SOCIETY. Paper presented at 26th Annual Conference of the European-Association-for-Research-on-Services (RESER), SEP 08-10, 2016, Naples, ITALY (pp. 165-182). UNIV NAPLES FEDERICO II, DEPT ECON MGMT & INST
Open this publication in new window or tab >>CONCEPTUALIZING RESOURCE INTEGRATION IN VALUE CO-CREATION USING THEORIES OF MOTIVATION
2016 (English)In: WHAT'S AHEAD IN SERVICE RESEARCH?: NEW PERSPECTIVES FOR BUSINESS AND SOCIETY / [ed] RussoSpena, T & Mele, C, UNIV NAPLES FEDERICO II, DEPT ECON MGMT & INST , 2016, p. 165-182Conference paper, Published paper (Refereed)
Abstract [en]

Although resource integration plays a vital role in value co-creation not much attention has been on defining, conceptualizing and theorizing this phenomenon within Service dominant logic. The focus has so far been on actors' knowledge and skills, but not on how motivation drives actors in their resource integration. By bringing theories of motivation to resource integration process, this paper extends the conceptualization of resource integration within service dominant logic to encompass drivers of actors' activities including factors affecting the prioritizing and intensity of effort, and sustainability of the service ecosystem. This paper offers eight premises that conceptualize resource integration in value co-creation processes.

Place, publisher, year, edition, pages
UNIV NAPLES FEDERICO II, DEPT ECON MGMT & INST, 2016
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-63992 (URN)000392696700011 ()979-12-200-1384-0 (ISBN)
Conference
26th Annual Conference of the European-Association-for-Research-on-Services (RESER), SEP 08-10, 2016, Naples, ITALY
Available from: 2017-09-26 Created: 2017-09-26 Last updated: 2018-05-21Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-2705-0836

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