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- Edvardsson, Bo, 1952-, et al.
(author)
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Institutional logics matter when coordinating resource integration
- 2014
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In: Marketing Theory. - : Sage Publications. - 1470-5931 .- 1741-301X. ; 14:3, s. 291-309
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Journal article (peer-reviewed)abstract
- Resource integration has become an important concept in marketing literature. However, little is known about the systemic nature of resource integration and the ways the activities of resource integrators are coordinated and adjusted to each other. Therefore, we claim that institutions are the coordinating link that have impact on value cocreation efforts and are the reference base for customers’ value assessment. When conceptualizing the systemic nature of resource integration, we include the regulative, normative, and cognitive institutions and institutional logics. This article provides a framework and a structure for identifying and analyzing the influence of institutional logics on resource integration in service systems.
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- Vink, Josina, et al.
(author)
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Changing the Rules of the Game in Healthcare Through Service Design
- 2019
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In: Service Design and Service Thinking in Healthcare and Hospital Management. - Switzerland : Springer. - 9783030007485 - 9783030007492 ; , s. 19-37
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Book chapter (other academic/artistic)abstract
- Innovation in healthcare requires changing the institutional arrangements or whatare often referred to as “the rules of the game.” Such a change demands that actorsdo institutional work—intentionally creating, disrupting, and maintaining theentrenched ways of operating within the system. This chapter explores how servicedesign practices contribute to changing the rules of the game in healthcare byintegrating research on service design and institutional work. Based on a literaturereview, five characteristics of service design practices—multidisciplinary, experiential, participatory, experimental, and reflective—are highlighted and linkedto the antecedents of institutional work. Illustrative examples of service designprojects from Experio Lab, an embedded service design group in the Swedishhealthcare system, are used to contextualize the findings. In doing so, this chapterprovides a clear rationale for how service design practices enable innovation inhealthcare and offer insights for healthcare practitioners interested in workingtoward institutional change through service design.
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| 5. |
- Vink, Josina, et al.
(author)
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Reshaping mental models – enabling innovation through service design
- 2018
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In: Journal of Service Management. - : Emerald Group Publishing Limited. - 1757-5818 .- 1757-5826. ; 30:1, s. 75-104
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Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to analyze how service design practices reshape mental models to enable innovation. Mental models are actors’ assumptions and beliefs that guide their behavior and interpretation of their environment. Design/methodology/approach: This paper offers a conceptual framework for innovation in service ecosystems through service design that connects the macro view of innovation as changing institutional arrangements with the micro view of innovation as reshaping actors’ mental models. Furthermore, through an 18-month ethnographic study of service design practices in the context of healthcare, how service design practices reshape mental models to enable innovation is investigated. Findings: This research highlights that service design reshapes mental models through the practices of sensing surprise, perceiving multiples and embodying alternatives. This paper delineates the enabling conditions for these practices to occur, such as coaching, diverse participation and supportive physical materials. Research limitations/implications: This study brings forward the underappreciated role of actors’ mental models in innovation. It highlights that innovation in service ecosystems is not simply about actors making changes to their external context but also actors shifting their own assumptions and beliefs. Practical implications: This paper offers insights for service managers and service designers interested in supporting innovation on how to catalyze shifts in actors’ mental models by creating the conditions for specific service design practices. Originality/value: This paper is the first to shed light on the central role of actors’ mental models in innovation and identify the service design practices that reshape mental models.
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- Wetter-Edman, Katarina, 1971-, et al.
(author)
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Design for Value Co-Creation : Exploring Synergies Between Design for Service and Service Logic
- 2014
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In: Service Science. - : Institute for Operations Research and the Management Sciences (INFORMS). - 2164-3962 .- 2164-3970. ; 6:2, s. 106-121
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Journal article (peer-reviewed)abstract
- This paper aims to bridge recent work on Service Logic with practice and research in the Design for Service to explore whether and how human-centered collaborative design approaches could provide a source for interpreting existing service systems and proposing new ones and thus realize a Service Logic in organizations. A comparison is made of existing theoretical backgrounds and frameworks from Service Logic and Design for Service studies that conceptualize core concepts for value co-creation: actors, resources, resource integration, service systems, participation, context, and experience.We find that Service Logic provides a framework for understanding service systems in action by focusing on how actors integrate resources to co-create value for themselves and others, whereas Design for Service provides an approach and tools to explore current service systems as a context to imagine future service systems and how innovation may develop as a result of reconfigurations of resources and actors. Design for Service also provides approaches, competences, and tools that enable involved actors to participate in and be a part of the service system redesign. Design for value co-creation is presented using this model.The paper builds on and extends the Service Logic research first by repositioning service design from a phase of development to Design for Service as an approach to service innovation, centered on understanding and engaging with customers' own value-creating practices. Second, it builds on and extends through discussing the meaning of value co-creation and identifying and distinguishing collaborative approaches for the generation of new resource constellations. In doing so, the collaborative approaches allow for achieving value co-creation in designing.
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