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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!

Innovativeness: Its Antecedents and Impact on Business Performance

Hult, G., Hurley, R., Knight, G. (2004)

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Research Paper
Abstract: In this study, we address three research questions: (1) Why are some industrial firms more innovative than others? (2) What effect does innovativeness has on business performance? (3) Does the linkage between innovativeness and business performance depend on the environmental context? Accordingly, we draw on various theoretical perspectives to develop hypotheses that propose market orientation, entrepreneurial orientation, and learning orientation as key antecedents to innovativeness, as well as a direct relationship between innovativeness and business performance. A model is devised and tested that examines these relationships in general and in the context of varying market turbulence. Findings confirm the validity of the model and afford various insights on the role of market turbulence in the proposed relationships. Lastly, implications are offered on the antecedents and consequences of organizational innovativeness.


Paper that shows that Market, Learning and Entrepreneurial orientation are antecedents to innovativeness (which in turn is an antecedent to business performance). Referenced in my article: Increasing the Innovativeness of Organisations
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Institutions and axioms: an extension and update of service-dominant logic

Vargo, S. L., Lush, R. (2016)

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Research Paper
Early Thoughts
Abstract: Service-dominant logic continues its evolution, facilitated by an active community of scholars throughout the world. Along its evolutionary path, there has been increased recognition of the need for a crisper and more precise delineation of the foundational premises and specification of the axioms of S-D logic. It also has become apparent that a limitation of the current foundational premises/axioms is the absence of a clearly articulated specification of the mechanisms of (often massive-scale) coordination and cooperation involved in the cocreation of value through markets and, more broadly, in society. This is especially important because markets are even more about cooperation than about the competition that is more frequently discussed. To alleviate this limitation and facilitate a better understanding of cooperation (and coordination), an eleventh foundational premise (fifth axiom) is introduced, focusing on the role of institutions and institutional arrangements in systems of value cocreation: service ecosystems. Literature on institutions across multiple social disciplines, including marketing, is briefly reviewed and offered as further support for this fifth axiom.


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Introducing a Dialogical Orientation to the Service-Dominant Logic of Marketing

Ballantyne, D., Varey, R. J. (2006)

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Research Paper
Explores how dialog supports foundational premises of service-dominant logic. In particular this paper prompted Vargo & Lush to update sd-logic’s foundational premise #1 from “service is the fundamental unit of exchange” to “service is the foundational basis of exchange”
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Inversions of service-dominant logic

Vargo, S., Lush, R. (2014)

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Research Paper
Abstract: Value creation, both its nature and scope, can be better and more accurately understood by inverting six characteristics of goods-dominant logic, or what is also known as ‘‘old enterprise logic’’ or ‘‘neoclassical economics,’’ into a service-dominant-informed perspective. These six inversions include (1) entrepreneurship and the view that value creation is an unfolding, emer- gent process seen as superordinate to management, (2) effectual processes understood as pri- mary in relation to predictive processes and better for informing actors about the interactive, resource-integrating, collaborate nature of value creation, (3) marketing being fundamental to value creation and taking primacy over manufacturing, (4) innovation as more fundamental to, and descriptive of, value creation than invention, (5) a focus on effectiveness as captured by value in use and value in context for beneficial actors taking precedence over efficiency, which is inher- ently a firm-centric lens, and finally (6) the the predominant reliance on heuristics rather than rational, calculative decision making.


Looks at various inversions that taking a service-dominant logic perspective has compared to the goods-dominant logic (which the authors also call ‘‘old enterprise logic’’ or ‘‘neoclassical economics”. These are: “entrepreneurship and the view that value creation is an unfolding, emergent process seen as superordinate to management, effectual processes understood as primary in relation to predictive processes […]
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Knowledge Intensive Business Services as Co-Producers of Innovation

den Hertog, P. (2000)

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Research Paper
Work in Progress
Abstract: In the unfolding knowledge-based economy, services do matter. But while they are increasingly seen to play a pivotal role in innovation processes, there is little by way of a systematic view of this role. This essay presents a four dimensional model of (services) innovation, that points to the significance of such non-technological factors in innovation as new service concepts, client interfaces and service delivery system. The various roles of service firms in innovation processes are mapped out by identifying 5 basic service innovation patterns. This framework is used to make an analysis of the role played by Knowledge Intensive Business Services (KIBS) in innovation. KIBS are seen to function as facilitator, carrier or source of innovation, and through their almost symbiotic relationship with client firms, some KIBS function as co-producers of innovation. It is further argued that, in addition to discrete and tangible forms of knowledge exchange, process-oriented and intangible forms of knowledge flows are crucial in such relationships. KIBS are hypothesised to be gradually developing into a ‘second knowledge infrastructure’ in addition to the formal (public) ‘first knowledge infrastructure’, though there are liable to be cross-national variations in the spill-over effects from services innovation in and through KIBS, and in the degree to which KIBS are integrated with other economic activities. Finally, some implications for innovation management and innovation policy are discussed.


Contains the 4-dimension model of services innovation. Used in my article https://solvinnov.com/a-modern-services-innovation-framework/   And introduces the fact that KIBS can be facilitators, carriers or sources of innovation
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Learning orientation, firm innovation capability, and firm performance

Calantone, R. J., Cavusgil, T., Zhao, Y. (2002)

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Research Paper
Abstract: Contemporary organizations require a strong learning orientation to gain competitive advantage. Based on in-depth interviews with senior executives and a review of the literature, the present investigation delineates four components of learning orientation: commitment to learning, shared vision, open-mindedness, and intra organizational knowledge sharing. A framework is tested using data from a broad spectrum of US industries. Learning orientation is conceptualized as a second-order construct. Its effect on firm innovativeness, which in turn affects firm performance, is examined. The results generally support theoretical predictions, and some interesting findings emerge.


Paper that defines and describes learning orientation. Used in my article on improving the innovativeness of organisations.
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Market Orientation: The Construct, Research Propositions, and Managerial Implications

Kohli, A. K., Jaworski, B. J. (1990)

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Research Paper
Abstract: The literature reflects remarkably little effort to develop a framework for understanding the implementation of the marketing concept. The authors synthesize extant knowledge on the subject and provide a foundation for future research by clarifying the construct's domain, developing research propositions, and constructing an integrating framework that includes antecedents and consequences of a market orientation. They draw on the occasional writings on the subject over the last 35 years in the marketing literature, work in related disciplines, and 62 field interviews with managers in diverse functions and organizations. Managerial implications of this research are discussed.


Paper that defines market orientation. Referenced in my article on improving the innovativeness of organisations.
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Marketing Myopia

Levitt, T. (1975)

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Research Paper
Work in Progress
Myopis (short-sightedness) was identified by Levitt as a leading cause for companies not surviving. This is a focus on short-term and belief of being in a growth industry (of which Levitt posits there is no such thing). As an example the US railroad industry focussed only on running railroads and missed the growth opportunity of air freight). The lesson is that we need to frame our business in the right way and at the right abstract level to set ourselves up to grab those growth opportunities.
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