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!
Abstract: Natural resources, and the materials derived from them, represent the physical basis for the economic system. Recent decades have witnessed an unprecedented growth in demand for these resources, which has triggered interest from policy makers in transitioning to a more resource efficient and circular economy. This report presents a typology of five circular business models that could support the transition to a more resource efficient and circular economy: circular supply, resource recovery, product life extension, sharing, and product service system models. It reviews the current market penetration and assesses the potential scalability of each business model. Environmental potential is also discussed, as well as risks and unintended consequences that could result from a more widespread adoption of these business models. The report provides a broad set of policy approaches that could help alleviate some of the barriers that currently hinder the widespread adoption of circular business models.
Abstract: Purpose – The purpose of this paper is to identify and reflect on a set of dynamic capabilities for managing service innovation and applies a dynamic capabilities view (DCV) of firms for managing service innovation.
Design/methodology/approach – This theoretical paper offers a conceptual framework for managing service innovation by proposing six dynamic service innovation capabilities. This framework builds on and is integrated with a model of service innovation that covers the possible dimensions where service innovation can take place. On this basis, avenues for future research into managing service innovation are identified and managerial implications discussed.
Findings – The six dynamic service innovation capabilities identified are: signalling user needs and technological options; conceptualising; (un-)bundling; co-producing and orchestrating; scaling and stretching; and learning and adapting. It is hypothesized that successful service innovators, which may include manufacturing firms developing into providers of service solutions, outperform their competitors in at least some of these capabilities.
Research limitations/implications – The six dynamic service innovation capabilities identified in this theoretical paper, their mutual links as well as links with dimensions of service innovation need to be tested further. Further refinement is required in order to be able to discriminate between various industries, sizes and types of firms.
Practical implications – Those involved in managing service innovation are offered a framework for systematically assessing dynamic service innovation capabilities.
Originality/value – The main contribution of this paper is that it links a service (innovation) perspective to a DCV of the firm by proposing a set of six dynamic service innovation capabilities.
Details an extended 6-dimension model of service innovation (expands on original 4-dimension model). Referenced on: https://solvinnov.com/den-hertog-model-for-describing-service-innovations/ https://solvinnov.com/a-modern-services-innovation-framework/
Abstract: Drawing on an empirical study of public transport, this paper studies interactive value formation at the provider-customer interface, from a practice-theory perspective. In contrast to the bulk of previous research, it argues that interactive value formation is not only associated with value co- creation but also with value co-destruction. In addition, the paper also identifies five interaction value practices – informing, greeting, delivering, charging, and helping—and theorizes how interactive value formation takes place as well as how value is inter-subjectively assessed by actors at the provider-customer interface. Furthermore, the paper also distinguishes between four types of interactive value formation praxis corresponding with four subject positions which practitioners step into when engaging in interactive value formation.
Abstract: The paper that I authored and that was published in Management Science in 1969 (Bass 1969) has become widely known as the “Bass Model” (see Morrison and Raju 2004). The model of the diffusion of new products and technologies developed in the paper is one of the most widely applied models in management science. It was especially gratifying for me to learn that INFORMS members have voted the “Bass Model” paper as one of the Top 10 Most Influential Papers published in the 50-year history of Management Science in connection with the 50th anniversary of the journal. In this commentary on the paper I shall discuss some background and history of the development of the paper, the reasons why the model has been influential, some important extensions of the model, some examples of applications, and some examples of the frontiers of research involving the Bass Model. In the current period, in which there is much discussion about the marketing of applications of management science methods and practice, I hope that this commentary will be useful in providing insights about some of the properties of models that will be applied.
An interesting set of comments by Bass on his work, after it had been selected one of the 10 most influential papers in the journal Management Science (for its 50th year anniversary publication).
Abstract: The advent of the computer has given rise to several types of reactions, ranging from fear, avoidance and sabotage, on the one hand, to patterns of headlong involvement and overuse comparable to addiction, on the other. The significance of the more extreme reactions, which may be labelled pathological or counter-productive, is discussed, as well as possible means of preventing such exaggerated responses. Approaches to modifying computer fear and avoidance are followed by proposed means of modifying computer overuse or addiction.
In the extreme, opposition to innovation has been called innovation sabotage
Abstract: This study conceptualizes the notion of value co-destruction by reviewing and synthesizing the scattered and scarce value co-destruction literature in interdisciplinary fields. Building on our synthesis, we outline a conceptual framework for the value co-destruction process consisting of three interrelated categories of key concepts. Our framework helps in identifying, analyzing and rectifying unwanted outcomes of a service process and highlighting the dynamic nature of value co-destruction in service systems
Introduces a conceptualised framework for co-destruction of value
Abstract: The article explains why customers resist innovations even though they are considered necessary and desirable. The major barriers which create customer resistance to innovations have been identified and marketing strategies to overcome these barriers have been suggested. Primarily because most business corporations are faced with a very high rate of new product failure, only a small fraction of the new product Ideas chosen for market development are commercially successful. One of the major causes for market failure of innovations is the resistance they encounter from consumers. Yet, little research has been done on this subject. Most studies have focused on successful innovations and their rate of diffusion through the market. Some marketing scholars have emphasized the value of studying innovation resistance. However, except for a few studies, the concept remains neglected. First, an innovation may create a high degree of change in the consumers' day-to-day existence and disrupt their established routines. For example, the videotex, which offers in-home shopping services, when initially in France, met with high consumer resistance because of the changes it created in shopping behavior.