The property of liquefaction of certain confined, water-logged, unconsolidated sedimentary layers is considered to play an important part in the development of much of convolute folding. Lateral intrastratal laminar flow of liquefied beds, according to flow patterns mainly determined by the distribution of parts of the layers that have remained solid, appears to account satisfactorily for internal folding. Although intra-stratal flow, which can result from a number of causes, may considerably deform the stratification planes of a liquefied layer, there is neither lateral shortening nor a notable change in the thickness of the bed.
Purpose
By combining consumer culture theory and service dominant logic, this study proposes that value might be understood as value-in-acquisition, such that value outcomes result from the acquisition process in which broader social forces shape the exchange process.
Design/methodology/approach
This study addresses low-income consumers, for whom societal arrangements strongly determine service interactions. Qualitative interviews reveal service value processes and outcomes for low-income consumers during acquisition processes.
Findings
For low-income consumers, inclusion, status, resource access and emotional relief represent key value outcomes. Important value processes shape those value outcomes, reflecting broader societal arrangements at macro, meso and micro levels. Marketing constitutes an institutional arrangement that establishes an empowered “consumer” role. Value processes are hindered if consumers sense that their agency in this role is diminished, because marketing interactions give precedence to other social roles.
Research limitations/implications
Marketing should be studied as an institutional arrangement that shapes value creation processes during acquisition. Micro-level value processes have important implications for service quality and service value. Value outcomes thus might be designed in the acquisition process, not just for the offering.
Practical implications
The acquisition process for any good or service should be designed with its own value proposition, separate to the core product or service. Careful design of value processes during acquisition could mitigate conflict between social roles and those of consumption.
Originality/value
There is value in the acquisition process, independent of the value embedded in the goods and services.
Funders, policy-makers and public service managers should be aware that inputs can be designed into the innovation process in order to build capacity among staff engaged in innovation in public services. The article shows that upskilling, cohort creation and an enhanced innovative mindset can be generated through a structured programme, with the integration, application and use of such resources facilitating value co-creation processes. Barriers to and facilitators of innovation are also identified. These include senior management buy-in and allocation of time.
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