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- Gustafsson, Anders, 1964-, et al.
(författare)
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Service Innovation : A New Conceptualization and Path Forward
- 2020
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Ingår i: Journal of Service Research. - : Sage Publications. - 1094-6705 .- 1552-7379.
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Tidskriftsartikel (refereegranskat)abstract
- Service innovations challenge existing offerings and business models, shape existing markets, and create new ones. Over the last decade, service research has shown increasing interest in the concept of innovation and should by now have reached maturity and created a strong theoretical basis. However, there is no coherent theoretical framework that captures all the facets of service innovation, and to move service innovation research forward, we must revisit the key assumptions of what an innovation is. To enable this, the present article addresses three fundamental questions about service innovation: (1) What is it and what is it not? (2) What do we know and what do we not know? and (3) What do we need to know to advance service research? By doing so, this article offers an updated and comprehensive definition of service innovation and provides a research agenda to suggest a path forward.
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| 2. |
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| 3. |
- Perks, Helen, et al.
(författare)
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Network orchestration for value platform development
- 2017
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Ingår i: Industrial Marketing Management. - New York : Elsevier. - 0019-8501 .- 1873-2062. ; 67, s. 106-121
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Tidskriftsartikel (refereegranskat)abstract
- The traditional firm and product-centric view of platforms is changing. Platforms are increasingly developed around value that is co-created with a network of actors. In such settings, lead firms shape their environments and develop value platforms through network orchestration. This study examines how lead firms mobilize network relationships to support and build novel value platforms. The research adopts a multiple case study methodology, investigating the development of six value platforms in network settings within Europe. A large-scale interview program over several years was conducted. The findings unravel practices constituting four overarching network orchestration mechanisms in the value platform development context; envisioning, inducing innovativeness, legitimizing, and adjusting. The study explains the relationships and interplay between the orchestration mechanisms and articulates theoretical and managerial contributions.
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| 4. |
- Snyder, H., et al.
(författare)
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The influence of place on health-care customer creativity
- 2019
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Ingår i: European Journal of Marketing. - : Emerald Group Publishing Ltd.. - 0309-0566 .- 1758-7123. ; 53:7, s. 1400-1422
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: When using a service, customers often develop their own solutions by integrating resources to solve problems and co-create value. Drawing on innovation and creativity literature, this paper aims to investigate the influence of place (the service setting and the customer setting) on customer creativity in a health-care context. Design/methodology/approach: In a field study using customer diaries, 200 ideas from orthopedic surgery patients were collected and evaluated by an expert panel using the consensual assessment technique (CAT). Findings: Results suggest that place influences customer creativity. In the customer setting, customers generate novel ideas that may improve their clinical health. In the service setting, customers generate ideas that may improve the user value of the service and enhance the customer experience. Customer creativity is influenced by the role the customer adopts in a specific place. In the customer setting customers were more likely to develop ideas involving active customer roles. Interestingly, while health-care customers provided ideas in both settings, contrary to expectation, ideas scored higher on user value in the service setting than in the customer setting. Research limitations/implications: This study shows that customer creativity differs in terms of originality, user value and clinical value depending on the place (service setting or customer setting), albeit in one country in a standardized care process. Practical implications: The present research puts customer creativity in relation to health-care practices building on an active patient role, suggesting that patients can contribute to the further development of health-care services. Originality/value: As the first field study to test the influence of place on customer creativity, this research makes a novel contribution to the growing body of work in customer creativity, showing that different places are more/less favorable for different dimensions of creativity. It also relates customer creativity to health-care practices and highlights that patients are an untapped source of creativity with first-hand knowledge and insights, importantly demonstrating how customers can contribute to the further development of health-care services.
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| 6. |
- Edvardsson, Bo, 1952-, et al.
(författare)
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Tjänstekvalitet
- 2012
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Ingår i: Den svenska tjänstesektorn. - Lund : Studentlitteratur AB. - 9789144079844 ; , s. 345-360
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Bokkapitel (refereegranskat)
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| 7. |
- Witell, Lars, 1972-, et al.
(författare)
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Managerial recommendations for service innovations in different product-service systems
- 2010
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Ingår i: Introduction to Product-Service Systems design. - London : Springer. - 9781848829084 ; , s. 237-259
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Bokkapitel (refereegranskat)abstract
- In order to meet the increasingly complex needs of customers and to respond to decreasing product margins, typical product manufacturers have developed a growing interest in extending their service business. The extension of the service business requires a systematic development of innovative services. Unfortunately, in business practice it has been observed historically that manufacturing companies often fail to develop services systematically. Some customers asked for services and these desires were often fulfilled. Thus, the extension of the service business reflects a rather unstructured service innovation approach, which has not been consciously pursued. Rather than developing more formal structures to elicit ideas for new services, it is mostly performed ad hoc. Only a limited number of firms use formal approaches to service innovation and have implemented necessary determinants to success. Furthermore, the innovation of services in manufacturing companies captures two specific idiosyncrasies. First, manufacturing companies have to balance product and service innovations. Second, services can be either developed during the product development process or during the product usage. The major challenge to success in innovating services is to combine specific product-service systems with the right service strategy and way to develop service innovations.
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| 9. |
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| 10. |
- Aichigui, Victor, et al.
(författare)
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Servitization in SME manufacturing firms : A one-way road
- 2015
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Ingår i: Proceedings of QUIS 14. - 9780692461563 ; , s. 965-968
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Konferensbidrag (refereegranskat)abstract
- The importance for manufacturing firms to add services to their offerings has been asserted over and over again (Neu and Brown 2005). Adding services to product sales require manufacturing firms to develop other types of offerings such as maintenance services, hybrid offerings or integrated solutions. This implies using new and often unknown practices to be able to provide services. Previous research has focused on the benefits of servitization (Gebauer, Gustafsson, and Witell 2011), albeit in larger firms. Hence, similar research on Small and Medium sized Enterprises (SME) has been scarce. Furthermore, servitization as a unidirectional transition process can be questioned as researchers argue that manufacturing firms might offer different types of services simultaneously and might not have the intention to take the next step that a transition process suggests (Kowalkowski et al. 2015). Moreover, previous research shows that the step from offering after-sales services and repair to offering more advanced services, e.g. process-related services, is rather big. For those services different mindsets are required within the organization; more advanced services would require a service oriented mindset, whereas after-sales services only requires the firm to have a product oriented mindset (Löfberg 2014).
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