Institutional limits to service dominant logic and servitisation in innovation efforts in newspapers

Abstract

This paper explores the implementation of service-orientated strategies within newspapers using SDL and servitisation as theoretical departure points. This perspective helps to interpret the advancements and barriers in the current marketing innovation activities in the industry. Based on the exemplary case of the award-winning Svenska Dagbladet, we show that use is made of servitisation and SDL to the extent allowed by some strategic determinants of institutional nature. While some components of SDL have been implemented successfully otherscustomisation, resource development and coordination, and dialogue-based marketing communicationpresent managerial opportunities to increase value co-creation. But for this to happen the industry may need to consider changes in some of the institutional components of qualitative news that today act as institutional limits to innovation. ARTICLE HISTORY

Systematic review of institutional innovation literature: towards a multi-level management model

“…Capabilities (Oi 2004 ; Kwan and Chiu 2015 ; Styhre and Remneland-Wikhamn 2016 ; Cestino and Berndt 2017 ; Gehman and Höllerer 2019 ; Yu et al 2020 ; Khan and Gulati 2021 )…”

“…Value, which is more inherently beneficiary-oriented and relational, also preoccupies researchers (Styhre and Remneland-Wikhamn 2016 ; Cestino and Berndt 2017 ), for public value creation that enhances the life of citizens (Yang 2016 ) and customer value propositions in transaction rules that benefit clients, buyers, end-users, and so on (Wallman 2009 ). Overall, determinants in this category strive for an integration of community indicators and government performance management in an iterative cycle of engagement, legitimacy, and execution, with structural developments across borders between civil society, politics, and administration.…”

“…Logic, design and representation (Hull 1996 ; van Waarden 2001 ; Coriat and Weinstein 2002 ; Baark 2007 ; Considine and Lewis 2007 ; Lee and Yoo 2008 ; Daly 2008 ; Magnier-Watanabe and Senoo 2009 ; Colwell and Narayanan 2010 ; Lindelöf 2011 ; Lazer et al 2011 ; Azadegan et al 2013 ; Bin et al 2013 ; Waldorff 2013 ; McCarthy et al 2014 ; Bunda et al 2014 ; Piana et al 2015 ; Llopis and D’Este 2016 ; Kooijman et al 2017 ; Cestino and Berndt 2017 ; Vickers et al 2017 ; Chen et al 2018 ; Martin et al 2018 )…”

“…The second priority is ILCC , which encompasses configuration- and proficiency-related management for problem solving and optimising decisions under constraints. Contributions in this thematic grouping consider improvements in the configurations of institutional logic (Kooijman et al 2017 ; Cinar and Benneworth 2021 ), institutional logic differences (Azadegan et al 2013 ; Llopis and D’Este 2016 ), interplay of logics (Vickers et al 2017 ), service dominant logic (SDL) and servitization (Cestino and Berndt 2017 ), and legacies (Baark 2007 ). Grounding these logics are distinctive capabilities (Kunamaneni 2019 ) in areas of governance structures (Rasiah et al 2016 ), forecasting and planning of skilled labour (Gretchenko et al 2018 ), institutional readiness (Webster and Gardner 2019 ), and so on.…”

Strategic challenges of newspaper publishing in an international perspective

“…Parallel with the more fundamental conclusions on the future of newspaper publishing, research continued on selected managerial issues such as how to generate a variety of alternative or additional financial resources (e.g., Bechmann, Bilgrav-Nielsen, Korsgaard, & Jensen, 2016; Fletcher & Nielsen, 2017; Geidner & D’Arcy, 2015; Holm, 2016; Ladson & Lee, 2017), to organize innovation (e.g., Cestino & Berndt, 2017; Küng, 2015; Virta & Nando, 2017) and venture activities (e.g., Hasenpusch & Baumann, 2017; Kunz, Mütterlein, & Walton, 2017), to manage a newspaper as multi-platform media organization (e.g., Doyle, 2015), and to handle the relations with external (social media) platforms (e.g., Ju, Jeong, & Chyi, 2014; Nielsen & Ganter, 2017) and the impact of specific new technologies like blockchain, big data, voice interfaces, and artificial intelligence (e.g., Newman, 2017).…”