Mapping innovation processes: visual techniques for opening and presenting the black box of service innovation processes

The university's role in sustainable development: Activating entrepreneurial scholars as agents of change

“…Through a critical incident analysis (Flanagan, 1954;Serrat, 2017) we first describe the sequence of events examined and describe their underlying purposes. Using visual maps (Langley, 1999;Olesen, 2017) we show how the university became aware of regional sustainability needs and how this led to the formation of a vision that was subsequently translated into a series of internally and externally oriented projects aimed at the reduction of waste, at addressing illiteracy in the local population and at strengthening ties with local businesses. The use of visual maps supports the researcher in the analytical development and presentation of data and has been recognized as a valid approach to analysing processes (Olesen, 2017).…”

“…Using visual maps (Langley, 1999;Olesen, 2017) we show how the university became aware of regional sustainability needs and how this led to the formation of a vision that was subsequently translated into a series of internally and externally oriented projects aimed at the reduction of waste, at addressing illiteracy in the local population and at strengthening ties with local businesses. The use of visual maps supports the researcher in the analytical development and presentation of data and has been recognized as a valid approach to analysing processes (Olesen, 2017). We used a timeline as the basis for our visualization, and following Langley's (1999) suggestions in our analysis we sought to make sense of this timeline by exploring the underlying processes and interpretations of key actors (see Fig.…”

Charting service ecosystems flexibility: A museum setting

“…Thus, after considering available information in accordance with Patton (2002), we decided that an SE consisting of a museum arts exhibition and its online extensions was particularly suitable for the study of SE flexibility, for several reasons. First, museums are suitable for the study of service provision elements, such as service delivery (Bruhn & Georgi, 2006), the customer journey (Hefley & Murphy, 2008), and service innovation (Olesen, 2017). Second, museums have been proven to be a suitable context for studying organizational flexibility, such as in terms of the flexibility process and outcomes (Burton, Louviere, & Young, 2009), the visitor's shaping of his or her own visit experience (Alcaraz, Hume, & Mort, 2009), and flexibility barriers, not least in terms of digital technologies (Hume & Mills, 2011).…”