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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!

DiffuNET: The impact of network structure on diffusion of innovation

Liu, B., Madhavan, R., Sudharshan, D. (2005)

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Research Paper
Abstract: Purpose – To provide an explicit model to address the relationships between the structural characteristics of a network and the diffusion of innovations through it. Further, based on the above relationships, this research tries to provide a way to infer diffusion curve parameters (innovation coefficient and imitation coefficient) from network structure (e.g. centralization). Design/methodology/approach – Based on the network and innovation literatures, we develop a model explicitly relating the structural properties of the network to its innovation and imitation potential, and in turn to the observed diffusion parameters (innovation and imitation coefficients). We first employ current theoretical and empirical results to develop postulates linking six key network properties to innovation and imitation outcomes, and then seek to model their effects in an integrative manner. We argue that the innovation and imitation potentials of a network may be increased by strategically re-designing the underlying network structure. We validated the model by searching the published empirical literature for available published data on network properties and innovation and imitation coefficients. Findings – We validated the model by searching the published empirical literature for available published data on network properties and innovation and imitation coefficients. The results reported from various relevant research papers support our model. Practical implications – This research shows that the innovation and imitation potentials of a network may be increased by strategically re-designing the underlying network structure; hence, provide guidelines for new product managers to enhance the performance of innovative products by re-design the underlying network structure.


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Diffusion Model for the Adoption of Smartphone Brands under Competitive Pricing

Ashokan, R., Zenarosa, G. L., He, X. (2018)

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Research Paper
Abstract: We extend the Bass diffusion model to capture the dynamic adoption and competitive pricing of two smartphone brands: Apple and Samsung. We use publicly available historical data to regress the model parameters. We find our model to reasonably fit the data, and we provide some insights on the competition between the smartphones brands with respect to our model and the available data.


I use part of the graph in this paper in my discussion of Bass’ model of diffusion.
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Diffusion of new products: empirical generalizations and managerial uses

Mahajan, V., Muller, E., Bass, F.M. (1995)

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Research Paper
Abstract: The diffusion model developed by Bass (1969) constitutes an empirical generalization. It represents a pattern or regularity that has been shown to repeat over many new products and services in many countries and over a variety circumstances. Numerous and various applications of the model have lead to further generalizations. Modifications and extensions of the model have lead to further generalizations. In addition to the empirical generalizations that stem from the model, we discuss here some of the managerial applications of the model.


Summarises research into coefficients p and q in Bass’ model and gives average, min and max observed values. Takes Rogers’ standard decision based adopter categories and reapplied with this model and practice. Percentages are remarkably close, but there are differences. Especially in innovators: 0.2-2.8% compared to Rogers fixed 2.5%. And in early adopters: 9.5-20% compared […]
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Diffusion of Technology Generations: A Model of Adoption and Repeat Sales (Working Paper)

Bass, F., Bass, P. I. (2011)

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Research Paper
Abstract: This paper explores multiple-generation demand dynamics of “fast-tech” products, which we define as durable technological products and technology-based services where repeat purchases are motivated by user-perceived functionality increases that trigger generational transitions. Examples of fast-tech products include: personal computers (PCs), DRAMs, printers and wireless telephone services. In management of fast-tech products, special attention must be paid to the different needs of adopters and repeaters, which may require different product, advertising and distribution-channel strategies. We develop a model of multiple-generation product diffusion in which sales are constructed as the sum of adoption sales and repeat sales thus, for the first time, separately identifying first-time purchases and repeat purchases. The model also identifies (1) the potential market for each generation, (2) total systems in use (subscribers if a service market) by time period and (3) systems-in-use (installed-base) mix by product/service generation for each time period. The model reduces to the basic Bass model (1969) in the case of a single generation. We use two sets of empirical data (eight DRAM generations and nine PC generations) to demonstrate that the model provides an excellent fit to historical data. We also provide support for the Norton-Bass Model by fitting it to these same data.


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Emergence of innovations in services

Toivonen, M., & Tuominen, T. (2009)

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Research Paper
Abstract: Along with the ‘servicisation’ of society, innovation in services has become a topical issue. However, analytical and detailed discussion about the nature of service innovations and their emergence is only beginning. This article aims to contribute to this discussion through a theoretical analysis supplemented with findings from two empirical case studies. The theories examined are multi-disciplinary including general service theories, general innovation theories and theories linked to new service development and innovation management. The empirical studies have been carried out in Finland in the fields of real estate and construction services and of knowledge-intensive business services.


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Evolving to a New Dominant Logic

Vargo, S. L., Lush, R. (2004)

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Research Paper
Early Thoughts
Abstract: Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships. The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange. The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators.


The first paper that provides a discussion of service-dominant logic and how it has evolved from various discussions within marketing. It defines services as: “the application of specialized competences (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself.” And contrasts the traditional view of marketing: “In […]
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From Goods to Service(s): Divergences and Convergences of Logics

Vargo, S. L., Lush, R. F. (2008)

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Research Paper
Early Thoughts
Abstract: There are two logics or mindsets from which to consider and motivate a transition from goods to service(s). The first, “goods-dominant (G-D) logic”, views services in terms of a type of (e.g., intangible) good and implies that goods production and distribution practices should be modified to deal with the differences between tangible goods and services. The second logic, “service-dominant (S-D) logic”, considers service – a process of using ones resources for the benefit of and in conjunction with another party – as the fundamental purpose of economic exchange and implies the need for a revised, service-driven framework for all of marketing. This transition to a service-centered logic is consistent with and partially derived from a similar transition found in the business-marketing literature — for example, its shift to understanding exchange in terms value rather than products and networks rather than dyads. It also parallels transitions in other sub-disciplines, such as service marketing. These parallels and the implications for marketing theory and practice of a full transition to a service-logic are explored.


Table 1 Transition for practitioners Goods logic Service logic Making something (goods or services) => Assisting customers in their own value-creation processes Value as produced >=Value as co-created Customers as isolated entities =>Customers in context of their own networks Firm resources primarily as operand => Firm resources primarily as operant Customers as targets =>Customers as […]
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Google Glass: An Evaluation of Social Acceptance

Kernaghan, S. (2016)

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Research Paper
Early Thoughts
An interesting read on the social acceptance of Google Glass (v1).  Includes a deep trawl through what "social acceptance" means, which adds to the story of innovation resistance. Also proposes addition to the Technology Adoption Model 2 (TAM-2).
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Innovation in services

Gallouj, F., Weinstein, O. (1997)

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Research Paper
Early Thoughts
Abstract: The purpose of this article is to lay the foundations of a theory that can be used to interpret innovation processes in the service sector. The hypothesis underpinning this article is based on Lancaster's definition of the product (in both manufacturing and services) as a set of service characteristics. The article follows the example of those who have sought to apply Lancaster's work to technological phenomena. Various modes of innovation in the service sectors are highlighted and illustrated.


The paper is in three parts. First it defines a product (service or goods) as a set of characteristics, a system, comprising {[C’], [C], [X], [Y]}. Where [C’] are the set of customer competences and [C] the firms competences. With [X] and [Y] being the final and technical characteristics. It then defines a framework for […]
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