Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Towards a service-dominant professional identity: An organisational socialisation perspective
Karlstad University, Faculty of Economic Sciences, Communication and IT, Service Research Center.
Karlstad University, Faculty of Economic Sciences, Communication and IT, Service Research Center.ORCID iD: 0000-0002-2982-9651
2011 (English)In: Journal of Service Management, ISSN 1757-5818, Vol. 22, no 1, 23-38 p.Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to contribute to understanding of how a service-dominant (S-D) professional identity can be established among the employees of an organisation that wishes to inculcate the tenets of S-D logic.

Design/methodology/approach – The paper reports a case study of a large Swedish public sector organisation in which the transition to e-government provided an opportunity to inculcate a new service-based professional identity among employees. The main data collection method is interviewing.

Findings – The study identifies four characteristics of a S-D professional identity: interaction; customer orientation; co-creation; and empowerment. The study finds that such an identity can be established through five socialisation processes: collective socialisation; random socialisation; serial socialisation; investiture socialisation; and divestiture socialisation.

Research limitations/implications – As with all case study research, the paper draws analytical generalisations but is unable to provide any statistical generalisations; further quantitative research is needed in this area. Moreover, the paper takes a intra-firm perspective; future studies could approach the topic from a consumer perspective.

Practical implications – Managers who wish to inculcate S-D logic in their organisations should focus on developing the interactive and co-creation skills of their employees, as well as empowering them and providing them with an enhanced understanding of customer orientation.

Originality/value – The study is novel in several respects: it provides a systematic empirical analysis of how S-D logic can be established in an organisation; the notion of a S-D professional identity is introduced; and the theory of organisational socialisation is applied to S-D logic research for the first time.

Place, publisher, year, edition, pages
2011. Vol. 22, no 1, 23-38 p.
National Category
Business Administration
Research subject
Business Administration
Identifiers
URN: urn:nbn:se:kau:diva-8791DOI: 10.1108/09564231111106901ISI: 000289586400002OAI: oai:DiVA.org:kau-8791DiVA: diva2:458214
Available from: 2011-11-22 Created: 2011-11-22 Last updated: 2014-10-13Bibliographically approved
In thesis
1. Role constellations in value co-creation: a study of resource integration in an e-government context
Open this publication in new window or tab >>Role constellations in value co-creation: a study of resource integration in an e-government context
2011 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

The contribution of the present thesis is describing and explaining how value is co-created by addressing customer-employee role constellations during service encounters. There is a specific focus on customers’ and employees’ resource integration when co-creating value.

The thesis consists of five separate papers, one of which is a literature review and four are empirical papers. The empirical papers are based on data from the public employment service and the customs service inSweden.

The thesis offers two main contributions; the first of which is to service research by expanding knowledge of resource integration and value co-creation using e-government as the empirical context for outlining customers’ and employees’ value co-creation. The second contribution concerns which roles customers and employees enact during resource integration when value is being co-created. It was found that the roles of the employees were; interactor; customer oriented party, co-creator, and empowered party, while a customer can have the role of information integrator, accessibility needer, dialogue keeper, and/or knowledge transferee. Based on these two contributions, the thesis outlines understandings regarding role constellations in value co-creation. The role constellations suggest that customers and employees enact roles that impact how their resources are integrated. 

Finally, the thesis contributes towards building a theory of value co-creation by proposing that the ten foundational premises of S-D logic, together with the four theoretical propositions and the role constellations presented in this thesis, should be seen as an approach to building a theory of value co-creation. Together, these three building blocks offer the following explanation as to what occurs when a customer and an employee co-create value: (1) The ten foundational premises focus on resource integration and value co-creation. (2) The four theoretical propositions offer the explanation that resource integration occurs in the context of roles since a role decides how to use the knowledge and skills. (3) The role constellations give concrete examples of how customers and employees integrate their resources to co-create value.

Place, publisher, year, edition, pages
Karlstad: Karlstad University, 2011. 106 p.
Series
Karlstad University Studies, ISSN 1403-8099 ; 2011:59
Keyword
resource integration, value co-creation, customer, employee, role constellation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-8701 (URN)978-91-7063-397-3 (ISBN)
Public defence
2011-12-15, 11D257, Agardhsalen, Karlstads universitet, Fakulteten för ekonomi, kommunikation och IT, Företagsekonomi, 651 88 Karlstad, 13:15 (English)
Opponent
Supervisors
Available from: 2011-11-22 Created: 2011-10-31 Last updated: 2011-11-22Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full text

Search in DiVA

By author/editor
Åkesson, MariaSkålén, Per
By organisation
Service Research Center
In the same journal
Journal of Service Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

Altmetric score

Total: 260 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf