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Koskela-Huotari, KaisaORCID iD iconorcid.org/0000-0002-2062-0931
Publications (10 of 14) Show all publications
Akaka, M. A., Koskela-Huotari, K. & Vargo, S. L. (2019). Further Advancing Service Science with Service-Dominant Logic: Service Ecosystems, Institutions, and their Implications for Innovation (Volume IIed.). In: Maglio, P. P., Kieliszewski, C. A., Spohrer, J. C., Lyons, K., Patricio, L. & Sawatani, Y. (Ed.), Handbook of Service Science, Volume II: (pp. 641-659). New York: Springer
Open this publication in new window or tab >>Further Advancing Service Science with Service-Dominant Logic: Service Ecosystems, Institutions, and their Implications for Innovation
2019 (English)In: Handbook of Service Science, Volume II / [ed] Maglio, P. P., Kieliszewski, C. A., Spohrer, J. C., Lyons, K., Patricio, L. & Sawatani, Y., New York: Springer, 2019, Volume II, p. 641-659Chapter in book (Refereed)
Abstract [en]

Service-dominant (S-D) logic has been recognized as a theoretical foundation for developing a science of service. As the field of service science advances the understanding of value cocreation in service systems, S-D logic continues to evolve as well. Recent updates and consolidation of the foundational premises establish five core axioms of S-D logic and outline a pathway for understanding the role of institutions in value cocreation in general, and innovation in particular. This chapter overviews the evolution of S-D logic and its service ecosystems view, which can contribute to the furthering the development of service science and advancing the study of innovation in service systems. Future research directions are proposed.

Place, publisher, year, edition, pages
New York: Springer, 2019 Edition: Volume II
Keywords
Service-dominant logic, Service ecosystems, Institutions, Innovation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-70009 (URN)978-3-319-98511-4 (ISBN)
Available from: 2018-11-01 Created: 2018-11-01 Last updated: 2019-02-07Bibliographically 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
Koskela-Huotari, K., Edvardsson, B. & Tronvoll, B. (2018). Resource integration and the emergence of novel resources. In: Vargo, S. L. and Lusch, R. F. (Ed.), The SAGE Handbook of Service-Dominant Logic: (pp. 372-387). London: Sage Publications
Open this publication in new window or tab >>Resource integration and the emergence of novel resources
2018 (English)In: The SAGE Handbook of Service-Dominant Logic / [ed] Vargo, S. L. and Lusch, R. F., London: Sage Publications, 2018, p. 372-387Chapter in book (Refereed)
Place, publisher, year, edition, pages
London: Sage Publications, 2018
National Category
Business Administration
Identifiers
urn:nbn:se:kau:diva-70011 (URN)9781526402837 (ISBN)
Available from: 2018-11-01 Created: 2018-11-01 Last updated: 2019-02-04Bibliographically approved
Koskela-Huotari, K. (2018). The evolution of markets - A service ecosystems perspective. (Doctoral dissertation). Karlstad: Karlstad University Press
Open this publication in new window or tab >>The evolution of markets - A service ecosystems perspective
2018 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This conceptual dissertation aims to build an integrative and transdisciplinary framework of market evolution by reconnecting the study of innovations and markets, with help from the service ecosystems perspective. The service ecosystems perspective offers a processual, systemic, and institutional view on value creation, which is grounded in the axiomatic assumptions of service-dominant (S-D) logic. Hence, the dissertation departs from the premise that value, when perceived, is always cocreated by multiple, institutionally guided actors in service ecosystems through service exchange and the integration of resources. The dissertation extends the conceptualizations of innovations and markets from a service ecosystems perspective, with the help of institutional theory. The resulting transcending conceptualizations are then used to reconcile the paradoxical tensions identified in the conceptualizations of innovations within service research and markets within marketing literature in order to synthesize their substantial contributions into a cohesive framework of market evolution. By connecting insights from five appended papers and the reconciled literatures, the dissertation develops a recursive four-phase process model of market evolution as institutional dynamics of multi-dimensional value cocreation structures. The model explains how innovations as proto-institutional value cocreation structures emerge and how markets as institutionalized value cocreation structures evolve through institutional work carried out by multiple actors aiming to either maintain or disrupt a prevailing market. By beginning to unravel the institutional processes and market shaping strategies contributing to market evolution, the dissertation provides guidance to actors who are interested in markets and their development.

Abstract [en]

This conceptual dissertation builds an integrative and transdisciplinary framework of market evolution by drawing on and extending the service ecosystems perspective. With the help of institutional theory, the dissertation develops transcending conceptualizations of markets and innovations to reconcile and reconnect the discussion on markets in marketing literature and innovations in service research. By synthesizing insights from the reconciled literatures and five appended papers, the dissertation develops a recursive, four-phase process model of market evolution as institutional dynamics of multi-dimensional value cocreation structures. The resulting framework provides guidance to actors aiming to either maintain or disrupt a market.

Place, publisher, year, edition, pages
Karlstad: Karlstad University Press, 2018. p. 161
Series
Karlstad University Studies, ISSN 1403-8099 ; 2018:6
Keywords
Market, innovation, market evolution, service ecosystems, institutions, institutional change, value cocreation, service-dominant logic, conceptual research, transdisciplinary research
National Category
Social Sciences Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65999 (URN)978-91-7063-835-0 (ISBN)978-91-7063-930-2 (ISBN)
Public defence
2018-01-16, Erlandersalen, 11D 227, Karlstad, 13:15 (English)
Opponent
Supervisors
Available from: 2018-03-01 Created: 2018-01-29 Last updated: 2018-05-31Bibliographically approved
Koskela-Huotari, K. & Vargo, S. L. (2018). Why Service-Dominant Logic?. In: Vargo, S. L. and Lusch, R. F. (Ed.), The SAGE Handbook of Service-Dominant Logic: (pp. 40-57). London: Sage Publications
Open this publication in new window or tab >>Why Service-Dominant Logic?
2018 (English)In: The SAGE Handbook of Service-Dominant Logic / [ed] Vargo, S. L. and Lusch, R. F., London: Sage Publications, 2018, p. 40-57Chapter in book (Refereed)
Place, publisher, year, edition, pages
London: Sage Publications, 2018
National Category
Business Administration
Identifiers
urn:nbn:se:kau:diva-70010 (URN)9781526402837 (ISBN)
Available from: 2018-11-01 Created: 2018-11-01 Last updated: 2019-02-04Bibliographically 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
Koskela-Huotari, K., Siltaloppi, J. & Vargo, S. L. (2016). Designing Institutional Complexity to Enable Innovation in Service Ecosystems. In: Bui, Tung X. and Sprague Jr., Ralph H. (Ed.), Proceeding of Hawaii International Conference on System Sciences 2016: . Paper presented at 2016 49th Hawaii International Conference on System Sciences(HICSS), Koloa, HI,5-8 Jan. (pp. 1596-1605). IEEE
Open this publication in new window or tab >>Designing Institutional Complexity to Enable Innovation in Service Ecosystems
2016 (English)In: Proceeding of Hawaii International Conference on System Sciences 2016 / [ed] Bui, Tung X. and Sprague Jr., Ralph H., IEEE, 2016, p. 1596-1605Conference paper, Published paper (Refereed)
Abstract [en]

In this paper we build on a view of change and innovation stemming from institutional complexity in service ecosystems, that is, institutionally enabled and constrained systems of service systems, and give suggestions on how such conditions can be designed to facilitate innovation. We conceptualize service ecosystems as near-decomposable complex systems in which change is enabled through the co-existence of alternative, overlapping and conflicting institutionalized views on problems and solutions, and draw from social network theory to understand how such institutional complexity emerges both between and within actors in service systems. We then connect these theoretical insights with practice and give guidance on how institutional complexity can be created and how opportunities for interaction and collaboration between diverse and conflicting views on problems and solutions can be fostered.

Place, publisher, year, edition, pages
IEEE, 2016
Series
Proceedings of the Annual Hawaii International Conference on System Sciences, ISSN 1530-1605
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41093 (URN)10.1109/HICSS.2016.202 (DOI)000377358201087 ()978-0-7695-5670-3 (ISBN)
Conference
2016 49th Hawaii International Conference on System Sciences(HICSS), Koloa, HI,5-8 Jan.
Available from: 2016-03-18 Created: 2016-03-18 Last updated: 2018-10-12Bibliographically approved
Wieland, H., Koskela-Huotari, K. & Vargo, S. L. (2016). Extending actor participation in value creation: An institutional view. Journal of Strategic Marketing, 24(3-4), 210-226
Open this publication in new window or tab >>Extending actor participation in value creation: An institutional view
2016 (English)In: Journal of Strategic Marketing, ISSN 0965-254X, E-ISSN 1466-4488, Vol. 24, no 3-4, p. 210-226Article in journal (Refereed) Published
Abstract [en]

This article explores how seemingly distinct actors contribute to value creation and evaluation in a fundamentally similar way. It shows that the division of actors into dichotomies such as producers€™ and €˜consumers, ˜paying€™ and non-paying€™ customers, and adopters and non-adopters, is based on narrow, unidirectional, transactional, and dyadic views on value creation and delivery. The article highlights the limitations of these views and draws on a service ecosystems perspective and its broader notion of co-created and contextual value to overcome these limitations. More specifically, the article, by connecting two frameworks (markets-as-practice and institutional work), extends a generic actor-to-actor conceptualization of value creation, in showing that all economic and social actors participate in value creation in a fundamentally similar way. That is, they enact value co-creation practices and simultaneously shape these practices by creating, maintaining and disrupting the institutions that guide their (re)enactment. Thus, the article proposes a unified view on actors’ participation in value creation that not only points to the involvement of broader actor categories in value creation and market formation processes, but also provides important strategic implications in the form of a research agenda.

Place, publisher, year, edition, pages
Routledge, 2016
Keywords
actor-to-actor; value creation; service ecosystems; markets-as-practice; value co-creation practices; institutional work
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42311 (URN)10.1080/0965254X.2015.1095225 (DOI)000386929800004 ()2-s2.0-84951274855 (Scopus ID)
Available from: 2016-06-10 Created: 2016-05-23 Last updated: 2018-01-29Bibliographically approved
Koskela-Huotari, K., Edvardsson, B., Jonas, J., Sörhammar, D. & Witell, L. (2016). Innovation in service ecosystems - Breaking, making, and maintaining institutionalized rules of resource integration. Journal of Business Research, 69(8), 2964-2971
Open this publication in new window or tab >>Innovation in service ecosystems - Breaking, making, and maintaining institutionalized rules of resource integration
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2016 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 8, p. 2964-2971Article in journal (Refereed) Published
Abstract [en]

Drawing on service-dominant logic and institutional theory, this paper examines innovation as a process that unfolds through changes in the institutional arrangements that govern resource integration practices in service ecosystems. Four cases are used to illustrate the interdependent patterns of breaking, making and maintaining the institutionalized rules of resource integration occurring on multiple levels of institutional context. Such institutional work allows actors to cocreate value in novel and useful ways by a) including new actors, b) redefining roles of involved actors and c) reframing resources within service ecosystems. Our findings show that while the efforts of breaking and making the institutionalized rules are required for such changes to occur, at the same time, institutional maintenance is also important for these changes to institutionalize, that is, to become an integral part of the institutional structure coordinating value cocreation.

Place, publisher, year, edition, pages
Elsevier, 2016
Keywords
Innovation; Service ecosystems; Resource integration; Institutions; Service-dominant logic; Multiple case study
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42365 (URN)10.1016/j.jbusres.2016.02.029 (DOI)000377726600037 ()2-s2.0-84959867032 (Scopus ID)
Available from: 2016-06-07 Created: 2016-05-23 Last updated: 2018-01-29Bibliographically approved
Koskela-Huotari, K. & Vargo, S. L. (2016). Institutions as resource context. Journal of service theory and practice, 26(2), 163-178
Open this publication in new window or tab >>Institutions as resource context
2016 (English)In: Journal of service theory and practice, ISSN 2055-6225, E-ISSN 2055-6233, Vol. 26, no 2, p. 163-178Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to examine the role of institutions and institutional complexity in the process through which resources-in-context get their “resourceness.”

Design/methodology/approach – To shed light on the process of potential resources gaining their “resourceness,” the authors draw from two streams of literature: the service ecosystems perspective and institutional theory.

Findings – The authors combine the process of resources “becoming” with the concept of institutions and conceptualize institutional arrangements, and the unique sets of practices, symbols and organizing principles they carry, as the sense-making frames of the “resourceness” of potential resources. In service ecosystems, numerous partially conflicting institutional arrangements co-exit and provide actors with alternative frames of sense-making and action, enabling the emergence of new instances of “resourceness”.

Research limitations/implications – The paper suggests that “resourceness” is inseparable from the complex institutional context in which it arises. This conceptualization reveals the need for more holistic, systemic and multidisciplinary perspectives on understanding the implications of the process of resources “becoming” on value co creation, innovation and market formation.

Practical implications – As the “resourceness” of potential resources arises due to the influence of institutions, managers need a more profound understanding of the complimentary and inhibiting institutional arrangements and the related practices, symbols and organizing principles that comprise the multidimensional context in which they operate.

Originality/value – This paper is one of the first to focus specifically on the process of resources “becoming,” using a systemic and institutional perspective to grasp the complexity of the phenomenon.

Paper type Conceptual paper 

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Institutional complexity, Institutions, Resources-in-context, Service ecosystems, Value co-creation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41094 (URN)10.1108/JSTP-09-2014-0190 (DOI)000374444100003 ()
Available from: 2016-03-18 Created: 2016-03-18 Last updated: 2018-01-29Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-2062-0931

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