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Cova, B., Skålén, P. & Pace, S. (2019). Interpersonal practice in project marketing: how institutional logics condition and change them. Journal of business & industrial marketing, 1-12
Open this publication in new window or tab >>Interpersonal practice in project marketing: how institutional logics condition and change them
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, p. 1-12Article in journal (Refereed) In press
Abstract [en]

Purpose: Project marketing is the specific activity of companies selling projects-to-order. Interpersonal practice is known to be important in this type of marketing. While this interpersonal practice has been little studied, some previous research suggests that changes in the institutional macro environment have affected it. Therefore, the purpose of this paper is to study today’s interpersonal practice in project business and how the institutional environment conditions it. Design/methodology/approach: Semi-structured interviews were conducted with marketing managers at project-based firms in different business sectors in France and Sweden. Data collection and analysis was informed by grounded theory. Findings: The paper identifies three types of interpersonal practice in project marketing, referred to as the transactional, the work-based and the socializing. Changes in these are explained in relation to the three institutional logics identified in the data: the market institutional logic of business ethics, the corporate institutional logic of rationalization and the family institutional logic of gender equality. Research limitations/implications: Future studies can continue and broaden this work as it regards how the institutional conditioning of interpersonal practice varies with context. Practical implications: By clearly categorizing the three types of interpersonal practice and their relative role today, companies can orient the activities of salespeople, business developers and other project marketers. Social implications: The paper highlights how business ethics and gender equality have changed interpersonal practices in project marketing. Originality/value: The paper contributes to the current debate on project marketing by identifying three types of interpersonal practice and by illustrating how institutional logics condition and change these. The paper shows that extra-business activities are needed less than previous research has argued with regard to maintaining customer relationships in-between projects.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019
Keywords
Projects, Relationship marketing
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-71747 (URN)10.1108/JBIM-03-2018-0116 (DOI)2-s2.0-85062543807 (Scopus ID)
Available from: 2019-04-05 Created: 2019-04-05 Last updated: 2019-04-10Bibliographically approved
Skålén, P., Karlsson, J., Engen, M. & Magnusson, P. (2018). Understanding public service innovation as resource integration and creation of value propositions. Australian journal of public administration, 77(4), 700-714
Open this publication in new window or tab >>Understanding public service innovation as resource integration and creation of value propositions
2018 (English)In: Australian journal of public administration, ISSN 0313-6647, E-ISSN 1467-8500, Vol. 77, no 4, p. 700-714Article in journal (Refereed) Published
Abstract [en]

This paper departs from research on Public Service Logic (PSL) to advance a framework ofpublic service innovation (PSI) by incorporating the notions of resource integration and valueproposition. The framework consists of three resource integration processes, referred to asvalue creation, value co-creation and value facilitation, through which users and employeesdetect problems and suggest solutions that contribute to service innovation by creatingnew, or by developing existing, value propositions. To test and illustrate the framework, astudy of six service innovation groups in primary care was drawn on. Four aggregates ofservice innovation ideas were identified in the study: access, patient experience, physicalenvironment and organization of work. In line with the framework, the findings suggest thatusers and employees contribute to PSI by drawing on their knowledge and experience ofconducting resource integration, and by detecting problems and suggesting solutions to theseproblems.

National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65542 (URN)10.1111/1467-8500.12308 (DOI)000451831300015 ()
Available from: 2018-01-05 Created: 2018-01-05 Last updated: 2018-12-20Bibliographically approved
Koskela-Huotari, K. & Skålén, P. (2016). Markets as evolving institutional problem-solution configurations. In: Russo-Spena, 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 (RESAR), SEP 08-10, 2016, Naples, ITALY (pp. 618-627). Naples: Univ Naples Federico II, Dept Econ Mgmt & Inst
Open this publication in new window or tab >>Markets as evolving institutional problem-solution configurations
2016 (English)In: What's ahead in service research?: New perspectives for business and society / [ed] Russo-Spena, T & Mele, C, Naples: Univ Naples Federico II, Dept Econ Mgmt & Inst , 2016, p. 618-627Conference paper, Published paper (Refereed)
Abstract [en]

The purpose of this work-in-progress paper is to further the understanding of how markets function and evolve. We do so by elaborating and extending the recent conceptualization of markets as institutionalized solutions of value cocreation proposed by service-dominant (S-D) logic. To better understand how markets as institutionalized solutions evolve, we draw on literature that connects institutional change to the process of framing. We contribute by theorizing how micro-level changes - i.e. organization-specific differences in framing of e.g. a resource or a role - can become amplified and result in macro-level transformation such as market evolution. We develop a theoretical framework describing how markets as institutionalized solutions evolve as actors use institutional complexity - the existence of multiple institutional arrangements and the corresponding patterns of value cocreation - to create alternative frames to interpret situations and guide individual action and then diffuse the novel frames with the help of different types of frame alignment processes. We also describe how we plan to complement our theoretical inquiry with empirical research that we have recently begun.

Place, publisher, year, edition, pages
Naples: Univ Naples Federico II, Dept Econ Mgmt & Inst, 2016
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-63991 (URN)000392696700040 ()979-12-200-1384-0 (ISBN)
Conference
26th Annual Conference of the European-Association-for-Research-on-Services (RESAR), SEP 08-10, 2016, Naples, ITALY
Available from: 2017-09-26 Created: 2017-09-26 Last updated: 2018-02-07Bibliographically approved
Skålén, P. (2016). Tjänstelogik. Lund: Studentlitteratur AB
Open this publication in new window or tab >>Tjänstelogik
2016 (Swedish)Book (Other academic)
Abstract [sv]

Vad är tjänstelogik och vad innebär det att leda och analysera företag och andra verksamheter utifrån tjänstelogik?

Tjänstelogikens centrala byggstenar – värdesamskapande, värdeskapande, värdeerbjudanden och resursintegrering – introduceras och förklaras. Hur tjänsteinnovation bedrivs utifrån tjänstelogik och hur aktörer samskapar värde i komplexa tjänstesystem beskrivs. Resonemanget exemplifieras med exempel ifrån nya internetbaserade företag som Spotify, traditionella tjänsteföretag som Ikea, industriföretag som Volvo och från offentliga organisationer som Skatteverket.

Place, publisher, year, edition, pages
Lund: Studentlitteratur AB, 2016
National Category
Business Administration
Identifiers
urn:nbn:se:kau:diva-41798 (URN)9789144107608 (ISBN)
Available from: 2016-04-22 Created: 2016-04-22 Last updated: 2016-06-07Bibliographically approved
Skålén, P. & Edvardsson, B. (2016). Transforming from Goods to Service Dominant Logic. Marketing Theory, 16(1), 101-121
Open this publication in new window or tab >>Transforming from Goods to Service Dominant Logic
2016 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 16, no 1, p. 101-121Article in journal (Refereed) Published
Abstract [en]

This article outlines a framework of the transformation from the goods-dominant (G-D) to the service-dominant (S-D) logic in firms based on a case study of a bank. Drawing from institutional logic and practice theory, the article also contributes by discussing how the transformation from the G-D to the S-D logic takes place by means of the enactment of value creation practices and how such transformations are driven by institutional entrepreneurs and by conflicts between institutional logics. In addition, the article argues that the studied transformation is interwoven with changes in the professional identities of employees. Managerial implications include how managers may draw on the presented framework to transform their firm and its employees.

Keywords
Institutional theory, practice theory, service-dominant logic, transformation, value creation practices
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41797 (URN)10.1177/1470593115596061 (DOI)
Available from: 2016-04-22 Created: 2016-04-22 Last updated: 2017-11-30Bibliographically approved
Skålén, P. & Edvardsson, B. (2016). Transforming from the goods to the service-dominant logic. Marketing Theory, 16(1), 101-121
Open this publication in new window or tab >>Transforming from the goods to the service-dominant logic
2016 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 16, no 1, p. 101-121Article in journal (Refereed) Published
Abstract [en]

This article outlines a framework of the transformation from the goods-dominant (G-D) to the service-dominant (S-D) logic in firms based on a case study of a bank. Drawing from institutional logic and practice theory, the article also contributes by discussing how the transformation from the G-D to the S-D logic takes place by means of the enactment of value creation practices and how such transformations are driven by institutional entrepreneurs and by conflicts between institutional logics. In addition, the article argues that the studied transformation is interwoven with changes in the professional identities of employees. Managerial implications

include how managers may draw on the presented framework to transform their firm and its

employees.

Keywords
Institutional logic theory, practice theory, service-dominant logic, transformation, value creation
National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-40378 (URN)10.1177/1470593115596061 (DOI)000370667800006 ()
Available from: 2016-02-16 Created: 2016-02-16 Last updated: 2019-07-12Bibliographically approved
Åkesson, M., Skålén, P., Edvardsson, B. & Stålhammar, A. (2016). Value proposition test-driving for service innovation: How frontline employees innovate value propositions. Journal of service theory and practice, 26(3), 338-362
Open this publication in new window or tab >>Value proposition test-driving for service innovation: How frontline employees innovate value propositions
2016 (English)In: Journal of service theory and practice, ISSN 2055-6225, E-ISSN 2055-6233, Vol. 26, no 3, p. 338-362Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the role of frontline employees in service innovation from a service-dominant logic (SDL) perspective. Frontline employees lack a formal innovation obligation. Service innovation is a resource integration process resulting in the creation of new value propositions.

Design/methodology/approach – A case study of service innovation projects that includes three different businesses in the IT sector and personal interviews with 25 frontline employees.

Findings – The findings suggest that frontline employees contribute to service innovation by test-driving potential value propositions. Three types of value proposition test-driving have been identified: cognitive, practical, and discursive. The findings suggest interdependencies between the different modes of value proposition test-driving, as well as specific phases of the service innovation process dominated by one form or another.

Research limitations/implications – Value proposition test-driving offers a fruitful context for managers to involve frontline employees and use their creativity and expertise. The case study approach, however, limits the statistical generalizability of the findings.

Originality/value – The study is novel in that it introduces the notion of value proposition test-drivingfor service innovation; provides a systematic empirical analysis of how frontline employees contribute toservice innovation by test-driving value propositions; offers a service innovation model informed by the SDL; and contributes to the SDL by detailing how service innovation occurs in practice.

Keywords
Service-dominant logic, Resource integration, Service innovation, Value proposition, Employee-driven innovation, Value proposition test-driving
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41900 (URN)10.1108/JSTP-10-2014-0242 (DOI)000376198700005 ()
Available from: 2016-04-25 Created: 2016-04-25 Last updated: 2017-08-10Bibliographically approved
Cova, B., Pace, S. & Skålén, P. (2015). Brand volunteering: Value co-creation with unpaid consumers. Marketing Theory, 15(4), 465-485
Open this publication in new window or tab >>Brand volunteering: Value co-creation with unpaid consumers
2015 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 15, no 4, p. 465-485Article in journal (Refereed) Published
Abstract [en]

Through collaborative marketing approaches, companies invite consumers to provide unpaid contributions. Companies commonly do this in the realm of brand communities. The key question this article addresses is how can a company lead consumers to offer unpaid contributions to brands as an act of free will? To answer this question, we develop a framework based on volunteer commitment research to study the actions a company takes to engage consumers in unpaid work for brands. We use this framework to analyse the online collaboration promoted by the carmaker Fiat with its brand community of Alfa Romeo enthusiasts (Alfisti). The research introduces the notion of brand volunteers, that is, brand enthusiasts who are committed to providing unpaid work for the exclusive benefit of the brand. With this notion, the article discusses the possibility of exploiting consumers in value co-creation and the existence of compromises, signifying an agreement between two collaborating parties in which one party (in our case, the consumer) temporarily puts aside possible sources of conflict.

Keywords
Brand community, collaborative marketing, compromise, exploitation, value co-creation, volunteering
National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-40766 (URN)10.1177/1470593115568919 (DOI)000365586700002 ()
Available from: 2016-03-02 Created: 2016-03-02 Last updated: 2017-11-30Bibliographically approved
Skålén, P., Aal, K. A. & Edvardsson, B. (2015). Cocreating the Arab Spring: Understanding Transformation of Service Systems in Contention. Journal of Service Research, 18(3), 250-264
Open this publication in new window or tab >>Cocreating the Arab Spring: Understanding Transformation of Service Systems in Contention
2015 (English)In: Journal of Service Research, ISSN 1094-6705, E-ISSN 1552-7379, Vol. 18, no 3, p. 250-264Article in journal (Refereed) Published
Abstract [en]

This article examines the transformation of service systems through actors' resource integration and value cocreation in contention. It is based on a netnographic study focusing on the use of information and communications technology (ICT) tools by online activists during the Arab Spring. The transformation of service systems is conceptualized on the basis of existing service research and on the theory of strategic action fields. Focusing on Syria, the findings suggest that activists transformed four interdependent service systemsthe media, the social movement, health care, and the financial service systemsduring the Arab Spring by means of integrating resources and cocreating value within several ICT tools. A key contribution to transformative service research is the fact that the positive transformation of service systems derives from the conflict between two types of actors, namely, incumbents and challengers. This article also contributes to our knowledge of triggers of service system transformation, what motivates actors to transform service systems, how service system transformation is enabled by actors' integration and use of ICT tools serving as opportunity spaces, and the transformative roles actors adopt. In addition, this article contributes to the conceptualization of service systems and to the understanding of resource integration and value cocreation.

Keywords
Arab spring, resource integration, value cocreation, transformative service research, service system
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41599 (URN)10.1177/1094670514559700 (DOI)000357803500002 ()
Available from: 2016-04-11 Created: 2016-04-11 Last updated: 2019-07-12Bibliographically approved
Laamanen, M. & Skålén, P. (2015). Collective-conflictual value co-creation: A strategic action field approach. Marketing Theory, 15(3), 381-400
Open this publication in new window or tab >>Collective-conflictual value co-creation: A strategic action field approach
2015 (English)In: Marketing Theory, ISSN 1470-5931, E-ISSN 1741-301X, Vol. 15, no 3, p. 381-400Article in journal (Refereed) Published
Abstract [en]

Drawing on the theory of strategic action fields, this article explores a collective–conflictual perspective on value co-creation. Following recent developments and calls for research with a holistic outlook, we review streams of research that discuss both collective and discordant elements in social relations and subsequently relate this to value co-creation. We outline a conceptual framework for value co-creation, focusing on collective action that includes various actors, interactions, practices, and outcomes. This article pioneers the underdeveloped collective–conflictual perspective on value co-creation. Our framework enables empirical research in value co-creation that accounts for multiple actors nested in fields of collective action.

Keywords
Collective action, collective value, conflict, strategic action field, value co-creation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41796 (URN)10.1177/1470593114564905 (DOI)000360289300005 ()
Available from: 2016-04-22 Created: 2016-04-22 Last updated: 2017-11-30Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-2982-9651

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