Edison, H., bin Ali, N., Torkar, R. (2013)
Gives a useful definition of "new" in innovation terms. New to firm, industry, market, world
Reading time
<1 min
Welcome to the Library
Hello. Why don’t you pull up one of those nice comfy chairs. Go on, settle yourself down in front of the crackling fire, with a good cup of tea (or coffee, or something stronger, the choice is yours).
This is my virtual library where I list the books and articles that have sparked my interest and thoughts. I’m not intending to give a detailed review of these books. Rather, just to highlight points of interest.
If you’re looking for the list of references, then you should try here.
I hope you find the items in the library as interesting and thought inspiring as I have! If you’ve got any comments or suggestions of other books and articles, please let me know!
World Economic Forum (2014)
good insight into the circular economy
Reading time
<1 min
Williamson, O.E. (1979)
Williamsons theory is relevant to both i) extension of services and ii) handling product in a service. Do you make, but, or ally....
Reading time
<1 min
Ng, I., Parry, G., Smith, L., Maull, R., Briscoe, G. (2012)
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Research Paper
Abstract: Purpose – The purpose of this paper is to present a visualisation of the firm's offering from a service‐dominant logic (S‐DLogic) perspective. The case of Rolls‐Royce is presented as an avenue through which to explore an alternative view of the firm's value proposition, a visualisation informed by S‐DLogic that could aid organisations in their transition from goods‐dominant logic (G‐DLogic) to S‐DLogic.Design/methodology/approach – Through integration of an operations management approach in process mapping and design and simulation with choice modelling in business‐to‐business marketing, this paper operationalises some of the key aspects of S‐DLogic, most notably focusing on the constructs of value and resources. This is explored through a single case; Rolls‐Royce which provides access to a rich source of internal and customer data.Findings – The study finds that the S‐DLogic visualisation of the firm's value proposition in equipment‐based service consists of its contribution to 11 value‐creating activities towards value‐in‐use. The visualisation depicts both the highest possible bundle of benefits for the customer along with the resources and their costs associated with delivering those bundles. When brought together these enable the identification of the optimal bundle of value‐creating activities from both customer and firms' perspective.Originality/value – This paper provides empirical evidence of the difference between a G‐DLogic and S‐DLogic view of the firm's value proposition. In doing so, extending existing literature on S‐DLogic by contributing to a methodological and empirical gap. Notably, it makes abstract concepts of S‐DLogic concrete, providing a pathway for future empirical work and begins the process of systematising a methodology in S‐DLogic.
Reading time
<1 min
Djellal, F., Gallouj F., Miles, I. (2013)
Abstract: Service innovation was neglected for a long time, but by the first years of this century it was clear that some maturity had been reached. Innovation in the public sector has been even more neglected in the mainstream of innovation studies. This paper explores the scope for fruitful integration of work on this topic into innovation studies more generally. It examines four different theoretical perspectives used in studies of service innovation: assimilation, demarcation, inversion and integration/synthesis. Each of these throws light on particular issues confronting public services innovation, and we see that innovation in this sphere is highly diverse and that it does often display special features. But we conclude that these features do not constitute a strong case for studying public service innovation as if it were something sui generis, let alone continuing to neglect it. Instead, the case is made for developing more integrative views of innovation.
An interesting walk through of innovation in public services through the three lenses of service innovation: assimilation, demarcation and synthesis
Reading time
<1 min
Ojasalo, J., Ojasalo, K.
Abstract: Purpose. The purpose of this paper is to propose an approach for using Service Logic Business Model Canvas in the lean service development, and visa versa. So far, the literature on business logics for service or business models does not utilize the ideas of lean development. There is a clear knowledge gap in the intersections of the three research areas: business logics for service, business models, and lean development. The present article addresses this knowledge gap.Design/methodology/approach. The present conceptual paper is based on an extensive literature analysis on business logics for service, as well as business models, and lean development.Findings. The paper proposes a model of lean service development. It integrates the model in the process of using the Service Logic Business Model Canvas.
Research limitations/implications. The paper shows how a new service is iteratively developed through several improvement rounds into a final business model, it shows the important role of rapid testing and learning in the iterative service development process, it supports the implementation of the fundamental philosophy of business logics for service in business development, and encourages using multiple service design methods in the service development, if needed.Practical implications. The ideas of lean or agile development have been used for a long time in software development. In addition, the ideas were later adopted in the business development of startups. Agile and lean development principles have dramatically changed the managerial thinking and practice in these areas. The present paper develops an application of these approaches to be used in service development, business model development, and implementation of business logics for service in practice.Originality/value. This paper contributes by (1) developing and introducing the lean service development model, and by (2) integrating it to the process model of using Service Logic Business Model Canvas
Reading time
<1 min
Grönroos, C. (2011)
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Research Paper
Abstract: The underpinning logic of value co-creation in service logic is analysed. It is observed that some of the 10 foundational premises of the so-called service-dominant logic do not fully support an under-standing of value creation and co-creation in a way that is meaningful for theoretical development and decision making in business and marketing practice. Without a thorough understanding of the inter-action concept, the locus as well as nature and content of value co-creation cannot be identified. Value co-creation easily becomes a concept without substance. Based on the analysis in the present article, it is observed that the unique contribution of a service perspective on business (service logic) is not that customers always are co-creators of value, but rather that under certain circumstances the service provider gets opportunities to co-create value together with its customers. Finally, seven statements included in six of the foundational premises are reformulated accordingly.
Challenges the Service-Dominant Logic view that value is always co-created between users and providers of services. The main point being that customers are not always co-creators of value however under certain circumstances the provider gets to co-create with the customer. The paper updates the 10 principles of SDL to 7 accordingly.
Reading time
<1 min
Abstract: The objective of this thesis was to assist the case company to identify value propositions and co-creation possibilities in the context of the digital environment. Marketing research in value creation has traditionally focused on the goods perspective where the organization is seen as the value creator. Shift in marketing thinking has moved the focus to service logic which sees the customer as a value creator. Therefore, an organization can offer value propositions which the customer can later turn into value. Despite the interest in value creation, there are only a few studies on how value creation emerges and how it can be managed.
The approach in the present study was qualitative. The primary data was collected by conducting two in-depth interviews. The interviewees were in an operational role in the case company and they had academic and practical experience in online service development so that they could provide insight into the company’s value creation processes.
The results showed that the case company relied on financial, strategic and functional value propositions. The co-creation process rose from the organization, which indicated that even though the customers were part of the co-creation processes, the main ideas for innovation emerged from inside of the case company. This suggests that the case company puts significance on resource-based innovation and less weight on co-creation and development of the service. Recommendations were given to the case company based on the conclusion on the co-creation and value proposition possibilities. Although the results were limited to the case company, the theoretical framework could be used in other settings.
Useful summary of creation and co creation in services innovation
Reading time
<1 min
Karababe, E. and Kjeldgaard, D. (2013)
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Research Paper
“ Use value, exchange value, aesthetic value, identity value, instrumental value, economic value, social values, shareholder value, symbolic value, functional value, utilitarian value, hedonic value, perceived value, community values, emotional value, expected value, and brand value are examples of different notions of value, which are frequently used without having an explicit conceptual understanding in marketing […]
Reading time
<1 min
Pine, B. J. II, Gilmore, J, H. (1998)
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Web Article
Sees the progression of economy as: extracting commodities making goods delivering services staging experiences And that commodities, goods and service are external to the buyer; whereas experiences exist only in the mind of the individual. There are two dimensions of experiences: customer participation and connection. There are four broad realms of experience: Educational, Escapist, Esthetic […]
Reading time
<1 min