| 1. |
- Anzivino, Alessia, et al.
(författare)
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Uncovering the Hidden "Where" of Sustainable Service Ecosystems: The Role of Spaces and Places
- 2024
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Ingår i: Journal of Service Research. - : Sage. - 1552-7379 .- 1094-6705. ; 27:1, s. 89-105
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Tidskriftsartikel (refereegranskat)abstract
- Multiple research efforts are currently unfolding to advance the wide-scale sustainability transformation of services and service ecosystems to address the United Nations Sustainable Development Goals (SDGs). While "how" to create service ecosystems and "whom" and "what" these service ecosystems serve have been receiving increasing scholarly attention, current research leaves the "where" question relatively underexplored. Thus, precise theoretical conceptualizations of the role of spaces and places in sustainable service ecosystem design (SED) are lacking. By longitudinally investigating two in-depth case studies, we illuminate the spatial aspects of sustainable SED. Our findings suggest five spatial mechanisms that enlighten how sustainable SED unfolds in relation to spaces and places. We also identify three tensions that affect the implementation of sustainable SED, each tension having both enabling and constraining manifestations. The study contributes to the service research on sustainability by illuminating the previously under-researched spatial aspects of sustainable SED. Results have implications for a broad set of actors involved in sustainable SED, providing advice on how to design new and utilize existing spaces and places to maximize their potential in addressing sustainability challenges.
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| 2. |
- Bahar, Varqa Shamsi, et al.
(författare)
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On the same boat but singing a different tune: Coopetition between hotels and platforms close to customers
- 2022
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Ingår i: Industrial Marketing Management. - : Elsevier Inc. - 1873-2062 .- 0019-8501. ; 107, s. 52-69
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Tidskriftsartikel (refereegranskat)abstract
- Coopetition—consisting of concurrent cooperation and competition—mainly focuses on business activities far from the customer, such as research and development. However, coopetition close to the customer, comprised of marketing and sales, remains an under-researched area. Applying grounded theory, we investigate how hotels and platforms (e.g., Expedia.com and Booking.com) pursue coopetition in close customer proximity. Our findings suggest that, contrary to insights from the literature, coopetition is not only competition dominant close to the customer. Rather, coopetition patterns range between cooperation- and competition-dominant approaches, depending on tension levels. Further, in contrast to current views, separating cooperation and competition over time is impossible when episodes of cooperation and competition are short. Instead, hotels utilize multiple spaces (platforms, physical hotels, and direct channels) to isolate the two forces. •Hotels cooperate and compete with platforms (e.g., Expedia) close to customers.•Coopetition activities vary from cooperation- to competition-dominant approaches.•These approaches depend on the level of tension between hotels and platforms.•It is impossible for hotels to separate cooperation and competition over time.•Instead, hotels separate the forces in different places (physical hotel, platforms).
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| 3. |
- Flaig, Alexander, 1990-
(författare)
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Market-Shaping as Meta-Strategy : A Strategy of Strategies
- 2023
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Markets are increasingly perceived as malleable systems constituted by actors that endogenously generate and shape the market. This view extends the traditional market view beyond the buyer-seller dyad and encompasses both directly market-related actors such as companies, suppliers, and buyers but also nonmarket actors such as regulators, lobbyists, journalists, activists, and the wider public. This alternative view has led to the emergence of market-shaping strategies, which refer to a focal company’s deliberate efforts to alter market characteristics, such as price levels or nonmarket elements, such as regulations, in its favor. Most descriptions of market-shaping strategies suggest that they influence both the market and nonmarket environments synergistically, and thus resemble the concept of an integrated strategy. However, given the systemic nature of markets, a company shaping a market may need to combine intended actions aimed at realizing the focal company’s market-shaping vision and emergent actions as response to emerging system dynamics. This implies that a market-shaping strategy may be constituted by different strategies with different but synergistic goals unified by the overarching goal of realizing the focal company’s market-shaping goal. In other words, a market-shaping strategy may be a strategy of strategies – a meta-strategy. Moreover, previous research has indicated the significant potential of market-shaping strategies to improve the financial performance of companies as well as the overall market performance by increasing market size, market growth and value creation. However, despite this potential, the notion of market-shaping strategies has remained conceptually and empirically underdeveloped. This dissertation seeks to improve our understanding of market-shaping strategies by analyzing the constituent dimensions of market-shaping strategies and by presenting new empirical insights into how such strategies are employed. Hereby, two papers synthesize extant literature on market-shaping to analyze and conceptualize the underlying process of market-shaping strategies as well as a typology of distinct market-shaping strategies. The other two papers provide new empirical evidence concerning the employment of market-shaping strategies by investigating the influence of market-shaping roles and capabilities on the market-shaping efforts of a focal company. Drawing on the findings in the appended papers, this dissertation examines market-shaping strategies from the perspective of a market, nonmarket, integrated, and meta-strategy to reduce the concept’s theoretical and conceptual ambiguity and enhance our conceptual and empirical knowledge of how market-shaping strategies are construed and employed. This dissertation proposes market-shaping to be a meta-strategy of different integrated strategies focused on shaping both the market and nonmarket environment, while mitigating system dynamics and pursuing the overarching goal of shaping a market. This meta-strategic perspective provides a more nuanced and structured approach to understanding market-shaping strategies, reducing ambiguity, and emphasizing the interrelations between different environments and strategies. Through this structured approach, the interrelations between the different environments and strategies are emphasized, rendering dynamics and synergies between the two more comprehensible and highlighting the necessity for systemic strategies. Thereby, this dissertation contributes to the literature on market shaping by providing a more detailed understanding of the nature and dimensions of market-shaping strategies, and how such strategies are employed by companies in practice. Through this effort, several theoretical and managerial implications are proposed as well as policy implications suggested that indicate a potential dark side of market-shaping strategies.
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| 4. |
- Hedgren, Erika
(författare)
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Overcoming organizational lock-in in decision-making : Construction clients facing innovation
- 2013
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The role of clients in construction innovation is receiving increasingresearch attention due to their perceived tendencies to adhere to conventional practices preserving the status-quo. The aim of this thesis is to improve understanding of construction client organizations’ behaviour that affects their ability to overcome organizational lock-in in their new-build decision-making processes, and thus their ability to adopt innovation. A more specific aim is to compare and contrast the behaviour and decision-making processes of innovation adopters and non-adopters. The theoretical frame of reference integrates organizational information processing and three discrete, but mutually dependent decision-making schools of thought. The methodological approach acknowledges the importance of human interpretation. Most of the empirical data are qualitative, and were collected mainly through in-depth face-to-face interviews with key decision-makers of professional Swedish multi-dwelling client organizations with a property portfolio, both private and public. The research addresses clients’ practices for information processing and new-build decision-making, and their impact on their adoption of more radical innovation, as well as their perceptions and behaviour when facing the radical innovations of industrialized construction of timber-framed multi-dwelling buildings (IB) that extends beyond their frames of reference. The results show that Swedish clients’ perceptions about IB innovations are affected by both uncertainty and equivocality (i.e. the human problem of managing multiple meanings of information and conflicting interpretations). Thus, managing equivocality appears to be essential for making judgments about radical innovation alternatives. Both individual- (cognitive) and organizational-level barriers to the adoption of IB innovations are identified. These barriers create an organizational lock-in to conventional a lternatives because they lead to decision-makers not recognizing the need to revise their heuristics, question given meanings and make different interpretations that would enable them to reach different conclusions. Finally, the results show that the behaviour of innovation adopters differs from that of non-adopters in terms of how they manage uncertainty and equivocality in their new-build decision-making processes. The conclusion is that to overcome the organizational lock-in that hinders radical innovation adoption, organizations must manage equivocality through information-processing practices that allow for multiple meanings and different interpretations to surface and interact with their new-build decision-making. The research findings show that practices that support decision-making on conventional alternatives can simultaneously present organizational lock-in. These findings indicate that the current research assumptions regarding the negative impact of uncertainty and positive impact of experience may have to be reversed in decision-making about radical innovation. They also encourage application of an interpretative approach. The research may contribute to further understanding of means to overcome barriers to the adoption of other types of radical construction innovations, such as sustainable building.
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| 5. |
- Kaartemo, Valtteri, et al.
(författare)
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Market-shaping mechanisms of public actors
- 2017
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Ingår i: 5th Naples Forum on Service. - Roma, Italy : Youcanprint Self-Publishing. - 9788892667570 ; , s. 60-60
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Konferensbidrag (refereegranskat)abstract
- Purpose – Over the past decade, scholars have used a market-as-practice approach to understand how markets are shaped by economic actors, which perform sets of interlinked market practices (Kjellberg and Helgesson, 2006, 2007). However, the more detailed translations of such actor-induced performativity such as market shaping, or market scripting (Storbacka and Nenonen, 2011), focus on commercial companies. In the light of recent discussions within the service-dominant logic field (Vargo and Lusch, 2016), we argue that this emphasis on companies provides an incomplete picture which needs to be complemented by the roles and activities of public actors. In contrast, within institutional work research (Lawrence et al., 2011; Zietsma and Lawrence, 2010), the role of public actors and the mechanisms of maintaining, creating, and disrupting institutions are better known, even though these studies have mostly focused on the changes taking place in the public institutions themselves. Regarding changes in market-related institutions, public actors have mostly been treated as mere objects of companies who engage in institutional work, rather than actors that actively participate in shaping the market (Alvarez et al., 2015; Sarasini, 2013). Consequently, our knowledge is limited about the market-shaping mechanisms of public actors. Thus, the purpose of this study is to explore the roles and activities of public actors in order to identify how they participate in market-shaping mechanisms.Design/Methodology/approach – The study is based on multiple case studies which draw insight from different contexts (three industries, three countries). We used purposeful sampling to select the cases, and specifically included cases where public actors had active roles in maintaining, creating, and disrupting institutions.Findings – The study delineates the various market-shaping mechanisms that public actors employ when influencing markets. These mechanisms are further classified to illuminate which ones are prevalent in different contexts of institutional work: maintaining, creating and disrupting markets.Practical implications – The study provides guidance for regulators on how to best maintain, create and disrupt market systems. In addition to increasing understanding of the active role of regulators, we discuss how companies can invite public actors to the institutional work needed when shaping markets.Originality/value – The study contributes to the literature streams related to market shaping and institutional work. We provide novel insights on how public actors participate in market shaping by maintaining, creating and disrupting institutions.
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| 6. |
- Kjellberg, Hans, et al.
(författare)
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A new perspective on market dynamics : Market plasticity and the stability–fluidity dialectics
- 2014
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Ingår i: Marketing Theory. - : SAGE Publications (UK and US). - 1741-301X .- 1470-5931. ; 14:3, s. 269-289
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Tidskriftsartikel (refereegranskat)abstract
- Several researchers have pointed out that if marketing is to develop as a discipline and contribute to solving complex business and societal challenges, it should question the neoclassical view of markets and develop its own theory of markets. Efforts in this direction indicate an emerging view of markets as dynamic, subjective, and subject to multiple change efforts. However, the neoclassical view of objective, detached, and deterministic market still influences the dominant models used to describe market change. We argue that in order to better understand market dynamics, both academics and practitioners need new concepts and constructs that go beyond existing linear process and development stage models. We seek to contribute to improved understanding of markets by studying a special characteristic of markets that enables market dynamics. Borrowing a term used by Alderson (1957: 277), we propose that markets are characterized by plasticity, that is, a “potentiality for being remolded and responding in a different way thereafter.” Even though the plasticity concept was introduced into the marketing literature nearly 60 years ago, the plastic character of markets remains underresearched. This article investigates the meaning and manifestations of market plasticity, drawing analogies from the physical, natural, and social sciences. We define market plasticity as the market’s capacity to take and retain form and propose that the dialectic between market stability and market fluidity lies at the heart of market change.
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