Research trajectories of Service-Dominant Logic: Emergent themes of a unifying paradigm in business and management

Pohlmann, Attila; Kaartemo, Valtteri

doi:10.1016/j.indmarman.2017.01.001

Cited by 71 publications

(60 citation statements)

References 76 publications

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“…Enhancing digitalization of the business environment is likely to foster extended network confluence for service delivery (Pohlmann and Kaartemo, ). The present analysis illustrates the importance of a data‐rich environment for the case companies.…”

Section: Discussionmentioning

confidence: 99%

Paths Toward Radical Service Innovation in Manufacturing Companies—A Service‐Dominant Logic Perspective

Goduscheit¹,

Faullant²

2018

J of Product Innov Manag

108

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Research on servitization of manufacturing companies concentrates on typologies of product–service bundles, on transition pathways to increased servitization, and on resource and capabilities configurations necessary to accomplish this transition. Missing from existing research is an analysis of the degree of novelty of service innovations introduced by manufacturing companies. Therefore, this article shifts the focus from the transition process itself to the question of how manufacturing companies can introduce radical service innovations to the market. This article links servitization literature with service innovation literature and investigates how manufacturing companies can introduce radically new services in terms of three forms of innovations: service concept innovations, customer experience innovations, and service process innovations. Service‐dominant logic (SDL) is applied as the theoretical lens because it covers four significant factors influencing the success of companies’ innovation activities: actor value networks, resource liquefaction, resource density, and resource integration. Based on a multiple case study of 24 Danish business‐to‐business manufacturing small‐ and medium‐sized enterprises and through a fuzzy set qualitative comparative analysis, different configurations of the principles of SDL are analyzed. They describe the paths to radical service innovation. Digitalization appears as a central causal condition in the bulk of the configurations. Big and rich data generated internally within the focal company in combination with for instance customer data can enhance the innovativeness of the service offerings. However, digitalization is not a sufficient condition for launching radical service innovation—it should be combined with an efficient mobilization of resources internally within the focal company and/or collaboration with other organizations within the value system. In addition, the analysis hints to a need to detach from immediate customers as the prime driver of service innovation.

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Section: Discussionmentioning

confidence: 99%

Paths Toward Radical Service Innovation in Manufacturing Companies—A Service‐Dominant Logic Perspective

Goduscheit¹,

Faullant²

2018

J of Product Innov Manag

108

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“…Thus, the chapter responds to the call to conceptualize the interlinkage between resource integration, value propositions, and service ecosystems (Pohlmann & Kaartemo, 2017). We have analyzed how effectuation can be employed to explain various aspects of market offerings, (re)formation of markets, and transformed service ecosystems.…”

Section: Resultsmentioning

confidence: 99%

“…In the following, we discuss the concepts of effectuation to analyze the relationship between resource integration, value propositions, market offerings, (re)formation of markets, and transformed service ecosystems. We show how effectuation connects value propositions to other conceptual cornerstones of S-D logic by identifying the dynamics in service ecosystems, and by opening up the phenomenon of resource integration (Pohlmann & Kaartemo, 2017).…”

Section: Case: Eatalymentioning

confidence: 99%

“…Negotiation is an example of the areas of more detailed discussions in which effectuation contributes to S-D logic. Negotiations are acknowledged in the S-D logic literature (e.g., Frow et al, 2014) (Pohlmann & Kaartemo, 2017). For instance, Frow et al (2014) consider that actors negotiate how resources are integrated within a service ecosystem in a way that sustains each actor.…”

Section: Contribution Of Effectuation To Understanding Innovation In mentioning

confidence: 99%

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

Kaartemo¹,

Kowalkowski²,

Edvardsson³

2018

The SAGE Handbook of Service-Dominant Logic

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S-D logic understands innovation as a novel and useful integration of dynamic resources and highlights the role of institutionalization as an essential driver of innovation. The purpose of this chapter is to examine in more detail the nature of innovation processes and outcomes in the S-D logic framework. The focus is on the contribution that the approach of effectuation can provide to S-D logic in the analysis of innovation. While the S-D logic suggests two particular outcomes of innovation processes-value propositions and transformed service ecosystems-the former alone is insufficient to innovation. For innovation to be sustainable, new market practices must become institutionalized and value propositions agreed upon by the engaged actors to (re)create the market and transform the service ecosystem. The chapter shows how the views of effectuation can help elaborate the institutionalization processes in innovation by emphasizing experimentation in value proposition development and negotiations in actor engagement.

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“…in organizations, families, etc.) and macro level (complex systems and networks) (Banoun et al, 2016;Wieland et al, 2015;Pohlmann and Kaartemo, 2017). Storbacka et al (2016) conceptualized actor engagement as the microfoundation of value co-creation in service ecosystems, manifested in observable engagement issues or activities (e.g.…”

Section: Stakeholder Engagementmentioning

confidence: 99%

Stakeholder engagement in intra- and inter-organizational innovation

Jonas¹,

Boha²,

Sörhammar

et al. 2018

JOSM

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Purpose-To further extend the understanding of multidimensional engagement of stakeholders embedded in service systems, the purpose of this paper is to explore the antecedents that constitute stakeholder engagement in inter-organizational service ecosystems where stakeholders co-create innovations over time. Design/methodology/approach-An explorative, longitudinal case study design is employed to analyze stakeholders' engagement in co-innovation in an inter-organizational service system in an engineering context. Findings-The study identifies eight antecedents for stakeholder engagement in innovation in the context of a B2B environment. Building on related engagement research, the empirical data show how stakeholder engagement is influenced at both individual and organizational levels by the antecedents friendship, common experiences, self-representation, trust, a common goal, resource dependency, level in the hierarchy, institutional arrangements, and local proximity. Originality/value-The paper extends current understanding of engagement and illuminates stakeholder engagement on a micro level, addressing four key issues for stakeholder engagement in a service ecosystem. How can stakeholder engagement be maintained over time? Does stakeholder engagement at specific hierarchical levels enhance or hinder inter-organizational co-innovation? Is strong engagement necessary for innovation activities? Are the different engagement antecedents linked?

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Research trajectories of Service-Dominant Logic: Emergent themes of a unifying paradigm in business and management

Cited by 71 publications

References 76 publications

Paths Toward Radical Service Innovation in Manufacturing Companies—A Service‐Dominant Logic Perspective

Paths Toward Radical Service Innovation in Manufacturing Companies—A Service‐Dominant Logic Perspective

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

Stakeholder engagement in intra- and inter-organizational innovation

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