Enhancing the Understanding of
                        Processes and Outcomes of Innovation: The Contribution of Effectuation to
                        S-D Logic

Kaartemo, Valtteri; Kowalkowski, Christian; Edvardsson, Bo

doi:10.4135/9781526470355.n30

Cited by 15 publications

(11 citation statements)

References 37 publications

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“…Underveis i en samskapingsprosess vil interessentene diskutere seg imellom og involvere nye interessenter i tjenestesystemet når det er naturlig og nødvendig (Dew & Sarasvathy, 2007). På den måten vil innovasjonstiltak, eksempelvis utviklingen av et event, kontinuerlig redesignes basert på interessentenes ønsker og ressurskapasitet (Kaartemo, Kowalkowski & Edvardsson, 2018). Engasjement og eksperimentering utgjør sentrale dimensjoner av effektuering (Chandler et al, 2011), der prøving og feiling står sentralt, og der det er rom for å endre retning når ny informasjon og innsikt oppnås.…”

Section: Tjenestedesign Som Effektueringsverktøyunclassified

“…Det kan argumenteres for at tjenestedesign, grunnet sin eksperimentelle og entreprenørielle natur (Pacenti & Sangiorgi, 2010), er et godt effektueringsverktøy. Kaartemo et al (2018) argumenterer for at tjenestedesign er egnet til å fange kompleksiteten blant interessentene i et tjenestesystem ved at verktøyet forener normer, meninger og materiell praksis i samskapingsprosesser omkring verdiforslag. Tjenestedesign beskrives som en individorientert, helhetsorientert, kreativ og prosessuell tilnaerming til innovasjon, som hjelper virksomheter med å se sine tilbud fra et kundeperspektiv (Pacenti & Sangiorgi, 2010;Stickdorn et al, 2018).…”

Section: Tjenestedesign Som Effektueringsverktøyunclassified

“…Markedseventcasen viser hvordan tjenestedesign som effektueringsverktøy er hensiktsmessig å anvende i utvikling av eventer (Kaartemo et al, 2018), både fordi det bidrar til innsikt under planlegging gjennom samskapende workshops, men også under gjennomføring og i etterarbeid. Personas og ODI ga nyttige ideer og innsikt som dannet grunnlag for eventets programinnhold.…”

Section: Konklusjonunclassified

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Utvikling av eventer ved bruk av tjenestedesign

Solem¹

2019

Eventledelse

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SAMMENDRAG Å utvikle eventer med innovativt og attraktivt innhold for det publikummet man ønsker seg, er utfordrende, og god metodikk for planlegging og gjennomføring er ofte etterspurt. Dette kapitlet viser at eventer kan samskapes med andre interessenter i et tjenestesystem ved bruk av tjenestedesign som effektueringsverktøy, med et markedsevent innen varehandel som illustrerende caseeksempel. Innsikt og erfaringer fra gjennomføring av tjenestedesign-workshops, selve eventet og fra endret aktørpraksis i etterkant dokumenteres. Kapitlet avsluttes med å gi tips og råd til virksomheter og eventarrangører som vurderer å anvende tjenestedesign-metodikk i eventutvikling.

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Section: Tjenestedesign Som Effektueringsverktøyunclassified

Section: Konklusjonunclassified

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Utvikling av eventer ved bruk av tjenestedesign

Solem¹

2019

Eventledelse

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“…Instead of conceptualizing innovation as a firm-centric activity, the emphasis has now shifted towards both the service providers' and the customers' abilities to engage themselves in large, external networks for value creation (Romero & Molina, 2011). However, with a limited focus of analysis on interactions and value transactions, the understanding of innovation as a process that consists of multiple different actors and practices (Helkkula et al, 2018;Kartemo et al, 2018;) remains rather poor (Barile et al, 2016;Järvi & Kortelainen, 2017;Suominen et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Untitled

2019

TIM Review

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“…In addition to the challenges that new companies face to access, combine, deploy, and align internal and external resources (Bussgang & Stern, 2015;Kaartemo et al, 2018;Clough et al, 2019), they have to convince a diverse set of external stakeholders that the company's value propositions will benefit them over the short-, medium-and long-term. The context of new companies committed to scaling thus requires a better understanding of what is special about the value proposition concept, and what factors affect the value of a value proposition.…”

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confidence: 99%

What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?

Bailetti¹,

Tanev²,

Keen³

2020

TIM Review

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We focus in this paper on value propositions for external stakeholders created by new companies that are committed to scale, that is, to growing the amounts they are worth rapidly. For example, a company that grows its value from $0 to $1 billion in less than ten years is a company that scaled. Scaling company value is the guiding principle that these focal companies use to manage their internal affairs, as well as their interactions with external stakeholders. For these new companies, the value propositions that matter most are those that help them scale, and value proposition portfolios for their stakeholders are their most valuable assets. The purpose of this article is to identify (1) features that make a value proposition for an external stakeholder different from other new company resources, and (2) factors that make a value proposition beneficial to a new company committed to scale. Important contributions have been made to improve our understanding of the value proposition concept since it was first introduced in 1983 (Lanning & Michaels, 1988; Lanning, 2020). While these contributions have been widely discussed and cited (Goldring, 2017; Payne et al., 2017; Eggert et al., 2018; Wouters et al., 2018; Payne et al., 2020), we find it difficult to understand what the features are that make a value proposition distinct from other company resources, what the factors are that make a value proposition for external stakeholders valuable, and how new companies that wish to scale can costeffectively develop, communicate, and deliver value propositions. Most of the extant research on value propositions focuses on established companies, rather than new companies committed to scale. These studies implicitly assume that a company that can invest in refining or enhancing its value propositions already has an established customer base, distribution channels, One of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposi...

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Enhancing the Understanding of Processes and Outcomes of Innovation: The Contribution of Effectuation to S-D Logic

Cited by 15 publications

References 37 publications

Utvikling av eventer ved bruk av tjenestedesign

Utvikling av eventer ved bruk av tjenestedesign

Untitled

What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?

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