This chapter discusses the roles of brand attachment and trust in the adoption of smart service systems within the wellness industry. The exponential growth in smart wellness products and services, driven by technological advancements and increased consumer interest in personalized well-being, necessitates an understanding of consumer responses in this domain. Smart products, such as wearable fitness trackers, are often integrated with services to form smart service systems, enhancing customer experience through data-driven personalization. However, the success of these systems hinges on consumers’ willingness to share personal data for the company to manage. This chapter explores how brand attachment and trust influence such willingness, proposing that ownership of branded products fosters brand attachment, which in turn builds trust and increases data-sharing willingness. Empirical evidence is provided through a study involving 450 participants, highlighting the mediating roles of brand attachment and trust. The findings offer theoretical insights into the interplay between brand attachment, trust, and data sharing, providing practical recommendations for companies to build strong brand attachments and trust through high-quality products, transparent communication, and robust data security practices. This strategic approach can enhance consumer acceptance of companies’ data management and encourage the adoption of smart wellness services. 

In this chapter, the authors conceptualise the Swedish concept of fika in terms of a historically rooted, cultural meal practice encompassing specific values. The mundane but multi-faceted practice enables the exploration of a meal centred around social gathering and food composition.

The authors also suggest that research into fika presents an opportunity to develop Culinary Arts and Meal Science by contributing to new scientific collaborations. By providing a “case” which, like the full gastronomic meal, can be looked at in relation to health and sustainability, financial soundness, internationalisation, branding, design, and other topics, the practice of fika is well worth investigating.

The successful operation of electric cars hinges on the establishment of charging stations. The momentum of the sharing economy relies on individuals being willing to provide their services. The shift from records to for-profit music streaming necessitated the availability of music catalogs from all record companies. Disruption, which involves the introduction of new solutions or business models that render previous ones obsolete, is not solely tied to innovation; it often demands adjustments or even new innovations from contextual actors such as present and new suppliers, intermediaries, and customers. However, how the management of a disruptor, the firm introducing the new solution, makes sense of these other actors in relation to the disruption remains a critical question. This chapter employs network pictures, a theoretical orientation and method focusing on how managers make sense of contextual actors with interdependency as central in the conceptualization of the context. Empirically, sensemaking is captured through a case study on a start-up in the retail sector. This chapter concludes that the disruptor management possesses limited initial understanding of the context, where the comprehension is continuously adjusted in pursuit of profit and reliable contextual actors. Additionally, it highlights the connection between the initial network picture, past experiences, and a concentrated focus on the primary target for disruption. Ultimately, this chapter contributes to existing research by focusing on the sensemaking of disruptor managers and its theorizing about contextual actors related to disruption.

This paper describes and discusses how new digital venture business models are modelled by entrepreneurs at the vision stage. Using a longitudinal case-study methodology we study two digital wellness ventures. These studies indicate several sequential business models at the vision stage, where increased stakeholder integration but also insourcing upstream mark these. The business models can be understood as proactive opportunity-based, positively reactive coincidence based and negative reactive failure based. Over time, the business models move from a technological resource foci to legitimacy building practices. Contributions are made to innovation research through highlighting business modelling at the vision stage and theorising its mechanisms and legitimacy concerns. To practise, learnings related to legitimacy, rather than only resource constraints, would allow new ventures to quickly turn their focus in the right direction when trying to develop their business models.

New trends in innovation management may require new research methods. Social media analytics (SMA)-a method for capturing and analyzing data from user-generated content published on online platforms-has emerged as a complement or even alternative to more traditional research methods. This article systematically reviews and assesses the use of SMA and its potential for innovation management research. Our results show that use of SMA is still in an emergent phase, although it has become increasingly popular over the past decade. Our literature review illustrates that SMA provides new opportunities for innovation management scholars to enhance customer-, market-, technology-, and society-focused innovation research in several ways. In this paper we develop a research agenda and suggest areas for future research using SMA in innovation management.

The development of the sharing economy has resulted in a plethora of sharing economy business models. This paper takes its motivation from the increased variety of sharing economy business models to develop a typology of sharing economy business model transformations. It does so through creating a timeline of the sharing economy development, capturing business model configurations as activity systems along that development, and tracing mechanisms affecting sharing economy business model transformations. The paper thereby interlinks the sharing economy development on the phenomenon level with transformations of its business models. The paper contributes to past research by presenting a systematic account of the development of the sharing economy and its resulting business model configurations and by developing a typology focusing on the types of changes that have transformed the sharing economy business models and resulted in the plethora of business models. 

Purpose Additive manufacturing has been described as converting supply chains into demand chains. By focusing on metal additive manufacturing as a contemporary technology causing ongoing disruption to the supply chain, the purpose of this paper is to describe and discuss how incumbent firms act during an ongoing, transformational disruption of their supply chain. Design/methodology/approach Interviews and secondary data, along with seminars attracting approximately 600 individuals operating in metal additive manufacturing, form the empirical basis for this paper. Findings The findings of this paper indicate how disruption occurs at multiple positions in the supply chain. Episodic positions as conceptualised in this paper refer to how parties challenged by disruption attempt to reach normality while speeding the transformational disruption. Originality/value This paper contributes to previous research by theorising about episodic positions in light of a supply chain disruption. The empirical data are unique in how they capture supply chain change at the time of disruption and illustrate disruptive, transformational change to supply chains. The paper interlinks research on disruption from the innovation and supply chain literature, with contributions to both.