In this article, we offer a broadened view of service innovation-one grounded in service-dominant logic-that transcends the tangible-intangible and producer-consumer divides that have plagued extant research in this area. Such a broadened conceptualization of service innovation emphasizes (1) innovation as a collaborative process occurring in an actor-to-actor (A2A) network, (2) service as the application of specialized competences for the benefit of another actor or the self and as the basis of all exchange, (3) the generativity unleashed by increasing resource liquefaction and resource density, and (4) resource integration as the fundamental way to innovate. Building on these core themes, we offer a tripartite framework of service innovation: (1) service ecosystems, as emergent A2A structures actors create and recreate through their effectual actions and which offer an organizing logic for the actors to exchange service and cocreate value; (2) service platforms, which enhance the efficiency and effectiveness of service exchange by liquefying resources and increasing resource density (facilitating easy access to appropriate resource bundles) and thereby serve as the venue for innovation; and (3) value cocreation, which views value as cocreated by the service offer(er) and the service beneficiary (e.g., customer) through resource integration and indicate the need for mechanisms to support the underlying roles and processes. In discussing these components, we consider the role of information technology-both as an operand resource and as an operant resource-and then examine the implications for research and practice in digitally enabled service innovation.

New digital technologies have transformed the nature of uncertainty inherent in entrepreneurial processes and outcomes as well as the ways of dealing with such uncertainty. This has raised important questions at the intersection of digital technologies and entrepreneurship—on digital entrepreneurship. We consider two broad implications—less bounded entrepreneurial processes and outcomes and less predefined locus of entrepreneurial agency—and advance a research agenda that calls for the explicit theorizing of concepts related to digital technologies. In articulating the promise and value of such a digital technology perspective, we consider how it would build on and enrich existing entrepreneurship theories.

Rapid and pervasive digitization of innovation processes and outcomes has upended extant theories on

An increasing number of firms are hosting virtual customer environments (VCEs) to involve their customers in product development and product support activities. While the benefits to companies from hosting such VCEs are clear, another closely related issue has received far less attention: Why do customers participate voluntarily in value cocreation (here, product support) activities in such virtual customer environments? This study seeks to answer this question by developing and testing a conceptual model that draws on the uses and gratifications approach to consider an integrated set of four benefits that customers gain from their interactions in VCEs. The research model also incorporates the interaction-based antecedents of these customer benefits. Drawing on concepts and insights from the areas of computer-mediated communication and brand communities, the key characteristics of customers' interactions in the VCE are identified and related to the aforementioned four types of benefits. The study hypotheses are tested using data collected from customer participants of the VCEs of two firms, Microsoft and IBM. The dependent variable, customers' actual participation in the VCE, is operationalized as a time-lagged variable, and the data for this are sourced from the Netscan database. Results offer strong support for the model and indicate that customers' participation in product support activities in a VCE is motivated not just by their ''citizenship'' or norm-related behavior but stems primarily from their beliefs concerning the benefits of engaging in such activities. Results also show the impact of key interaction characteristics of VCEs on such perceived benefits and imply the need for firms to carefully design their VCEs to enhance customers' perceptions regarding potential benefits. The research model and the findings hold important implications for research and practice in customer coinnovation and product development. The model provides the basis for identifying the appropriate set of VCE design features. Companies can test the efficacy of their VCE design features by focusing on how such features augment the four types of benefits discussed and thereby ensure continued customer participation. The study findings also hold broader implications for practice in the customer relationship management area, particularly with regard to the potential to combine customers' VCE interactions with appropriate offline product-related activities and to view the VCE as an integral element of the firm's overall customer relationship management initiative.

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(2017) The open innovation research landscape: established perspectives and emerging themes across different levels of analysis, Industry and Innovation, 24:1, 8-40, DOI: 10.1080/13662716.2016.1240068 To link to this article: https://doi.org/10. 1080/13662716.2016.1240068 Published online: 07 Nov 2016.Submit your article to this journal This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholarshaving a common basis in the recurrent Professional Development Workshop on 'Researching Open Innovation' at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI -originally an organisationallevel phenomenon -across multiple levels of analysis. integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research -particularly those that span across research domains that have so far developed in isolation.

Research Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners, yet the phenomenon itself remains under‐theorized. Specifically, the conceptual similarities and differences of entrepreneurial ecosystems relative to, for instance, clusters, “knowledge clusters,” regional systems of innovation, and “innovative milieus” remain unclear. Drawing on research on industrial districts and agglomerations, clusters, and systems of innovation, we suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster‐external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from other cluster types, propose a structural model of entrepreneurial ecosystems, summarize the articles in this special issue, and suggest promising avenues for future research. Managerial Summary: Entrepreneurial ecosystems command increasing attention from policy makers, academics, and practitioners. We suggest that entrepreneurial ecosystems differ from traditional clusters by their emphasis on the exploitation of digital affordances; by their organization around entrepreneurial opportunity discovery and pursuit; by their emphasis on business model innovation; by voluntary horizontal knowledge spillovers; and by cluster‐external locus of entrepreneurial opportunities. We highlight how these distinctive characteristics set entrepreneurial ecosystems apart from regional cluster phenomena discussed in received economic geography and innovation literatures. We suggest policy makers need to adopt novel approaches to stimulate entrepreneurial ecosystems that differ from those in place to develop industrial clusters or support already established small‐ and medium‐sized companies.

Virtual customer communities enable firms to establish distributed innovation models that involve varied customer roles in new product development. In this article I use a multitheorotic lens to examine the design of such virtual customer environments, focusing on four underlying theoretical themes (interaction pattern, knowledge creation, customer motivation, and virtual customer community-new product development team integration) and deriving their implications for virtual customer environment design. I offer propositions that relate specific virtual customer environment design elements to successful customer value creation, and thereby to new product development success.