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Publications (10 of 210) Show all publications
Myhrén, P., Witell, L., Gustafsson, A. & Gebauer, H. (2018). Incremental and radical open service innovation. Journal of Services Marketing, 32(2), 101-112
Open this publication in new window or tab >>Incremental and radical open service innovation
2018 (English)In: Journal of Services Marketing, ISSN 0887-6045, E-ISSN 0887-6045, Vol. 32, no 2, p. 101-112Article in journal (Refereed) Published
Abstract [en]

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study's interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
Keywords
Service innovation, Open innovation, Radical innovation, Incremental innovation, New service development, Case study method
National Category
Economics and Business Media and Communications
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-66877 (URN)10.1108/JSM-04-2016-0161 (DOI)000427270500001 ()
Available from: 2018-03-29 Created: 2018-03-29 Last updated: 2018-04-04Bibliographically approved
Patricio, L., Gustafsson, A. & Fisk, R. (2018). Upframing Service Design and Innovation for Research Impact. Journal of Service Research, 21(1), 3-16
Open this publication in new window or tab >>Upframing Service Design and Innovation for Research Impact
2018 (English)In: Journal of Service Research, ISSN 1094-6705, E-ISSN 1552-7379, Vol. 21, no 1, p. 3-16Article in journal (Refereed) Published
Abstract [en]

Service design and innovation are receiving greater attention from the service research community because they play crucial roles in creating new forms of value cocreation with customers, organizations, and societal actors in general. Service innovation involves a new process or service offering that creates value for one or more actors in a service network. Service design brings new service ideas to life through a human-centered and holistic design thinking approach. However, service design and innovation build on dispersed multidisciplinary contributions that are still poorly understood. The special issue that follows offers important contributions through the examination of service design and innovation literature, the links between service design and innovation, the role of customers in service design and innovation, and service design and innovation for well-being. Building on these contributions, this article develops a future research agenda in three areas: (1) reinforcing and expanding the foundations of service design and innovation by integrating multiple perspectives and methods; (2) advancing service design and innovation by improving the connection between the two areas, deepening actor involvement, and leveraging the role of technology; and (3) upframing service design and innovation to strengthen research impact by innovating complex value networks and service ecosystems and by building a cornerstone for transformative service research.

Place, publisher, year, edition, pages
Thousand Oaks: Sage Publications, 2018
Keywords
service design, service innovation, transformative research, design research
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65965 (URN)10.1177/1094670517746780 (DOI)000419137300001 ()
Available from: 2018-01-25 Created: 2018-01-25 Last updated: 2018-06-08Bibliographically approved
Perks, H., Kowalkowski, C., Witell, L. & Gustafsson, A. (2017). Network orchestration for value platform development. Industrial Marketing Management, 67, 106-121
Open this publication in new window or tab >>Network orchestration for value platform development
2017 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 67, p. 106-121Article in journal (Refereed) Published
Abstract [en]

The traditional firm and product-centric view of platforms is changing. Platforms are increasingly developed around value that is co-created with a network of actors. In such settings, lead firms shape their environments and develop value platforms through network orchestration. This study examines how lead firms mobilize network relationships to support and build novel value platforms. The research adopts a multiple case study methodology, investigating the development of six value platforms in network settings within Europe. A large-scale interview program over several years was conducted. The findings unravel practices constituting four overarching network orchestration mechanisms in the value platform development context; envisioning, inducing innovativeness, legitimizing, and adjusting. The study explains the relationships and interplay between the orchestration mechanisms and articulates theoretical and managerial contributions.

Place, publisher, year, edition, pages
New York: Elsevier, 2017
Keywords
Value platforms, Network orchestration, Mechanisms, Business networks, Value-creating systems
National Category
Business Administration Information Systems Social Sciences Interdisciplinary
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65971 (URN)10.1016/j.indmarman.2017.08.002 (DOI)000418987500008 ()
Available from: 2018-01-25 Created: 2018-01-25 Last updated: 2018-06-08Bibliographically approved
Gebauer, H., Saul, C. J., Haldimann, M. & Gustafsson, A. (2017). Organizational capabilities for pay-per-use services in product-oriented companies. International Journal of Production Economics, 192, 157-168
Open this publication in new window or tab >>Organizational capabilities for pay-per-use services in product-oriented companies
2017 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 192, p. 157-168Article in journal (Refereed) Published
Abstract [en]

Pay-per-use services are an interesting phenomenon, both empirically and theoretically. Despite the alleged benefits, companies still struggle to succeed with pay-per-use services. Theoretically, it is common sense that existing service capabilities cannot easily be converted into organizational capabilities for pay-per-use services. Based on multiple case studies, the present article narrows down the existing empirical and theoretical gaps through an inductive research approach. Our findings make the following contributions to the field of services in product-oriented companies and to the servitization literature. We describe the organizational capabilities necessary for pay-per-use services (e.g., financing such services, aligning costs with equipment usage, and collaborating with customers). We reveal that companies should convert these capabilities into three core competencies (strategizing pay-per-use services, utilizing technologies for pay-per-use services, and de-risking pay-per-use services), in order to achieve competitive advantages.

Place, publisher, year, edition, pages
Amsterdam: Elsevier, 2017
Keywords
Pay-per-use services, Capabilities, Business model innovation, Financing Knowledge-based view of the firm, Product usage
National Category
Business Administration Information Systems, Social aspects Computer and Information Sciences
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65871 (URN)10.1016/j.ijpe.2016.12.007 (DOI)000412041200014 ()
Available from: 2018-01-25 Created: 2018-01-25 Last updated: 2018-06-08Bibliographically approved
Voorhees, C. M., Fombelle, P. W., Gregoire, Y., Bone, S., Gustafsson, A., Sousa, R. & Walkowiak, T. (2017). Service encounters, experiences and the customer journey: Defining the field and a call to expand our lens. Journal of Business Research, 79, 269-280
Open this publication in new window or tab >>Service encounters, experiences and the customer journey: Defining the field and a call to expand our lens
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2017 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 79, p. 269-280Article in journal (Refereed) Published
Abstract [en]

Service researchers have emphasized the importance of studying the service experience, which encompasses multiple service encounters. Although the reflection on a series of service encounters has increased, the scope of research in this space remains narrow. Service research has traditionally concentrated on understanding, measuring and optimizing the core service delivery. While this focused lens has generated extraordinary knowledge and moved service research and practice forward, it has also resulted in a narrowly focused research field. The authors present a framework to guide comprehensive service experience research. Broadly, they define (1) pre-core service encounter, (2) core service encounter, and (3) post-core service encounter as distinct periods within a service experience. Further, they review the literature and put forward important research questions to be addressed within and across these periods. Finally, they argue that researchers need to consider simultaneously all periods of the service experience to make valuable contributions to the literature.

Place, publisher, year, edition, pages
New York: Elsevier, 2017
Keywords
Service research, Service experienc, Service encounters, Pre-core encounter, Core encounter, Post-core encounter
National Category
Business Administration Information Systems, Social aspects Design
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65720 (URN)10.1016/j.jbusres.2017.04.014 (DOI)000406983600026 ()
Available from: 2018-01-18 Created: 2018-01-18 Last updated: 2018-06-08Bibliographically approved
Gustafsson, A. & Bowen, D. E. (2017). The curious case of interdisciplinary research deficiency: Cause or symptom of what truly ails us?. Journal of Business Research, 79, 212-218
Open this publication in new window or tab >>The curious case of interdisciplinary research deficiency: Cause or symptom of what truly ails us?
2017 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 79, p. 212-218Article in journal (Refereed) Published
Abstract [en]

This article introduces some service research challenges and opportunities then comments on the articles in this special issue on emergent topics in service research. It is an exciting time for service research as the area is rapidly developing and growing on a global basis. Service research is also especially apt for interdisciplinary as service is not developed by any one function in a company; it is a purpose in some way for everyone across the organization regardless of where they are working. It is strange, then, that we have not advanced further on interdisciplinary research, particularly since it has been in focus for a long time in the field. In this opinion piece we take the opportunity to suggest ways forward that include goals of mastering paradoxical thinking and making a difference.

Place, publisher, year, edition, pages
New York: , 2017
Keywords
SERVICE RESEARCH, RESEARCH PRIORITIES, CREATION, PARADOX, AGENDA, FUTURE, LOGIC
National Category
Business Administration Other Computer and Information Science
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65717 (URN)10.1016/j.jbusres.2017.05.006 (DOI)000406983600020 ()
Available from: 2018-01-18 Created: 2018-01-18 Last updated: 2018-06-08Bibliographically approved
Witell, L., Snyder, H., Gustafsson, A., Fombelle, P. & Kristensson, P. (2016). Defining service innovation: A review and synthesis. Journal of Business Research, 69(8), 2863-2872
Open this publication in new window or tab >>Defining service innovation: A review and synthesis
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2016 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 8, p. 2863-2872Article in journal (Refereed) Published
Abstract [en]

Research on service innovation appears in several research disciplines, with important contributions in marketing, management, and operations research. Although the concept is widely used, few research papers have explicitly defined service innovation. This dearth of research is the motivation for the present study. Through a systematic review of 1301 articles on service innovation appearing in academic journals between 1979 and 2014, this article examines research defining service innovation. The study identifies the key characteristics within 84 definitions of service innovation in different perspectives (assimilation, demarcation and synthesis) and shows how the meaning of the concept is changing. The review suggests that the large variety in definitions limits and hinders knowledge development of service innovation.

Place, publisher, year, edition, pages
Elsevier, 2016
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42335 (URN)10.1016/j.jbusres.2015.12.055 (DOI)000377726600026 ()2-s2.0-84955238016 (Scopus ID)
Available from: 2016-06-07 Created: 2016-05-23 Last updated: 2017-11-30Bibliographically approved
Gustafsson, A., Högström, C., Radnor, Z., Friman, M., Heinonen, K., Jaakkola, E. & Mele, C. (2016). Developing service research - paving the way to transdisciplinary research. Journal of Service Management, 27(1), 9-20
Open this publication in new window or tab >>Developing service research - paving the way to transdisciplinary research
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2016 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 27, no 1, p. 9-20Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to discuss how service, as an interdisciplinary area of research, can increase its potential for transdisciplinary contributions from the perspective of what signifies intra-, multi-, inter-, and transdisciplinary research. Design/methodology/approach - The essay first discusses common perspectives on the service concept before presenting a review on what signifies intra-, multi-, inter-, and transdisciplinary research. The emerging theoretical framework is followed by a discussion on the challenges and opportunities for service research in making interdisciplinary and transdisciplinary theoretical contributions. Findings - The research provides a typological framework for understanding intra-, multi-, inter-, and transdisciplinary service research and, implications related to how service research contributions can become increasingly inter- and transdisciplinary. Originality/value - The paper contributes to widening the scope of service research by focussing on how the domain can overcome hurdles and increase its potential for making theoretical contributions that are applicable across and beyond established research disciplines.

Keywords
Interdisciplinary research, Service research, Intradisciplinary research, Multidisciplinary research, Transdisciplinary research
National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42061 (URN)10.1108/JOSM-03-2015-0098 (DOI)000374164200002 ()
Available from: 2016-05-19 Created: 2016-05-19 Last updated: 2017-08-15Bibliographically approved
Brodie, R. J. & Gustafsson, A. (2016). Enhancing theory development in service research. Journal of Service Management, 27(1), 2-8
Open this publication in new window or tab >>Enhancing theory development in service research
2016 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 27, no 1, p. 2-8Article in journal, Editorial material (Other academic) Published
Abstract [en]

Purpose - The purpose of this paper is to explore enhancing theory development in service research and provide an overview of the five essays on theorizing initiated by the International Network for Service Research workshop, held at Karlstad, Sweden in September 2014. Design/methodology/approach - A collaborative theorizing process which was initiated at the Karlstad, Sweden workshop. Findings - Six (five from the event and the introduction) original and provocative essays that explore different aspects of theorizing in service research. Originality/value - Exploring how a collaborative approach to research can be used.

Keywords
Collaborative theorizing, Empeirical Knowledge, Theoretical knowledge, Theory development
National Category
Economics and Business
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42060 (URN)10.1108/JOSM-03-2015-0097 (DOI)000374164200001 ()
Available from: 2016-05-19 Created: 2016-05-19 Last updated: 2017-11-30Bibliographically approved
Otterbring, T., Wastlund, E. & Gustafsson, A. (2016). Eye-tracking customers' visual attention in the wild: Dynamic gaze behavior moderates the effect of store familiarity on navigational fluency. Journal of Retailing and Consumer Services, 28, 165-170
Open this publication in new window or tab >>Eye-tracking customers' visual attention in the wild: Dynamic gaze behavior moderates the effect of store familiarity on navigational fluency
2016 (English)In: Journal of Retailing and Consumer Services, ISSN 0969-6989, E-ISSN 1873-1384, Vol. 28, p. 165-170Article in journal (Refereed) Published
Abstract [en]

A retail store is a multi-sensory environment filled with messages to tempt customers into making unplanned purchases. The purpose of this field study was to examine the interplay between three factors claimed to precede and influence unplanned purchases: store familiarity, visual attention, and navigational fluency (the subjective ease of navigating). Eye-tracking recordings and post-study questionnaires from 100 grocery store shoppers showed that store familiarity was positively associated with navigational fluency. However, customers' levels of dynamic gaze behavior (a frequent, widely distributed viewing pattern) moderated this effect. Dynamic gaze behavior significantly predicted navigational fluency among customers with low and moderate store familiarity, but not among customers familiar with the store. These findings challenge the formerly held assumption that store familiarity automatically implies navigational ease, and store unfamiliarity implies navigational difficulty. The results have implications for navigational aspects in stores. (C) 2015 Elsevier Ltd. All rights reserved.

Keywords
Eye tracking, Visual attention, Navigation, Navigational fluency, Store familiarity, Field study
National Category
Economics and Business Psychology
Research subject
Business Administration; Psychology
Identifiers
urn:nbn:se:kau:diva-41199 (URN)10.1016/j.jretconser.2015.09.004 (DOI)000370753500017 ()
Available from: 2016-04-01 Created: 2016-04-01 Last updated: 2018-05-25Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8278-1442

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