Innovation in service ecosystems—Breaking, making, and maintaining institutionalized rules of resource integration

Koskela-Huotari, Kaisa; Edvardsson, Bo; Jonas, Julia M.; Sörhammar, David; Witell, Lars

doi:10.1016/j.jbusres.2016.02.029

Cited by 269 publications

(282 citation statements)

References 29 publications

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“…Resource integration is central to structuration and re-structuration of service ecosystems (Vargo and Akaka, 2012;Koskela-Huotari et al, 2016). However, not all resource integration is the same from the perspective of service ecosystem change.…”

Section: Dynamic Capabilities Driving Service Ecosystem Changementioning

confidence: 99%

Game-changers: dynamic capabilities’ influence on service ecosystems

Nenonen

Gummerus

Sklyar

2018

JOSM

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Purpose -Service-dominant logic acknowledges that actors can influence how service ecosystems evolve through institutional work, but empirical research is only nascent. This paper advances understanding of ecosystem change by proposing that dynamic capabilities are a special type of operant resources enabling actors to conduct institutional work. Consequently, the purpose of this paper is to explore which dynamic capabilities are associated with proactively influencing service ecosystems.Design/methodology/approach -Drawing on service-dominant logic, institutional work, and dynamic capabilities, this exploratory study assumes an actor-centric perspective and proposes a conceptual model with a hierarchy of dynamic capabilities as the antecedents for successfully influencing service ecosystems. The research model was tested with survey data using PLS- SEM.Findings -Among the dynamic capabilities studied, 'visioning' and 'influencing explicit institutions' directly affect 'success in influencing service ecosystems', whereas 'timing' does so indirectly through 'influencing explicit institutions'. The other dynamic capabilities studied have no significant effect on 'success in influencing service ecosystems'. 'Success in influencing service ecosystems' positively affects the 'increased service ecosystem size and efficiency'.Practical implications -In addition to reactively positioning and competing at the marketplace, firms can choose to proactively influence their service ecosystems' size and efficiency. Firms aiming to influence service ecosystems should particularly develop dynamic capabilities related to visioning, timing, and influencing explicit institutions.Originality/value -This research is the first service-dominant logic investigation of the linkage between the actors' dynamic capabilities and their ability to influence service ecosystems.

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Section: Dynamic Capabilities Driving Service Ecosystem Changementioning

confidence: 99%

Game-changers: dynamic capabilities’ influence on service ecosystems

Nenonen

Gummerus

Sklyar

2018

JOSM

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“…Moreover, it is important to support any activities that bring together interest groups that would not easily come together otherwise-in this case, students, researchers and company representatives. It supports open communication and results in an increased level of willingness to share ideas and concepts among the ecosystem actors [75].…”

Section: Managerial Implicationsmentioning

confidence: 79%

“…Therefore, the different visions and expectations considering the service ecosystem development should be thoroughly discussed (a) in an open environment where all the ecosystem actors are encouraged to take part and (b) in a way that helps the ecosystem actors to co-elevate their conflicting ideas and perceptions, and to integrate them with shared concepts and rules of conduct. Once all the visions, institutional rules and guidelines are openly and continuously shared, disrupted and coordinated, the benefits of the service ecosystem are more likely to emerge [75]. In other words, this study encourages managers to become active in ensuring that a common understanding of the visions and rules of the ecosystem are being developed.…”

Section: Managerial Implicationsmentioning

confidence: 92%

“…Although the service ecosystems view highlights the self-organising and selfadjusting nature of the networks, it still makes sense to allocate resources for the facilitation services. Trust and commitment develop slowly, yet they relate significantly to the functional abilities of the networks [75]. Instead, the question is more about understanding how to adopt the process of value co-creation in novel working environments.…”

Section: Managerial Implicationsmentioning

confidence: 99%

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Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Ketonen-Oksi

2018

Eur J Futures Res

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Purpose: The current business environments are increasingly dominated by the networked and systemic conceptualisation of value creation. However, surprisingly, little is known about the explicit and symbolic (inter) relationships between the different actors involved in the value co-creation processes-or about how they impact on the network-specific innovation capabilities. More research is needed to explore and validate the yet theoretical models and concepts of value co-creation in practice. Design/methodology/approach: Theoretically, this study is built on the ideas and concepts of Service-Dominant (S-D) logic. Empirically, the research is based on a set of thematic interviews conducted in a real-life service ecosystem, in the context of university-industry collaboration. The method of causal layered analysis (CLA) is used to both identify and develop constitutive narratives that support the service ecosystem's long-term strategic planning and value cocreation practices.Originality/value: The use of CLA in exploring the S-D logical view on value co-creation is a unique combination. By studying a highly social, dynamic and interactive process during which different service ecosystem actors first come together to share their values and mental models, and then act upon, significant new knowledge and understanding is offered for all those interested in applying a more systemic approach on service ecosystem development. Practical implications: Given that the use of CLA not only increases the awareness of alternative narratives, but of the abilities to facilitate the desired future(s), new insight and practical advice will be provided for both managers and participants taking part in a service ecosystem.

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“…This new conceptualization of service innovation in service-dominant logic highlights the key role of actors in social systems. These actors create changes in structures expressed in innovative ways that allow actors to co-create value (Edvardsson and Tronvoll 2013;Koskela-Huotari et al 2016). This special issue, titled ''Innovation and Service-Dominant Logic,'' focuses on the need for a broader conceptualization of services and innovations to explain how both are generated, disseminated, and applied.…”

Section: Introductionmentioning

confidence: 99%

Innovation and service-dominant logic

Huarng

Más‐Verdú

2018

Serv Bus

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Radical changes have occurred in innovation management. Traditional goods-dominant logic has shifted to service-dominant logic, where value is created for use instead of exchange. Customers are tied to organizations to co-create value. The focus of this special issue is on high quality, original, unpublished research, case studies, and implementation experiences. The issues are covered, including the collaborative workplaces for innovation in service companies, the financial crisis in hospitality industry, the role of quality management in innovation, and the value logic in service.

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Innovation in service ecosystems—Breaking, making, and maintaining institutionalized rules of resource integration

Cited by 269 publications

References 29 publications

Game-changers: dynamic capabilities’ influence on service ecosystems

Game-changers: dynamic capabilities’ influence on service ecosystems

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Innovation and service-dominant logic

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