Lens Of Service-dominant Logic Research Articles

Promoting value co-creation in food security in Indonesia with the lens of service-dominant logic

Promoting value co-creation in food security in Indonesia with the lens of service-dominant logic

Exploring the barriers and motivators of value co-creation through a theoretical lens of service-dominant logic

PurposeThis study aims to identify and categorize the barriers and motivators to value co-creation and to establish its theoretical link with the five axioms of value co-creation.Design/methodology/approachThe study used a qualitative approach based on a bibliographic literature review for identifying barriers and motivators of value co-creation. Subsequently, this study grouped those barriers and motivators into three categories. It further linked those barriers and motivators with five axioms of value co-creation using the grounded theory.FindingsResults based on the categorization of barriers show that the first category “organization and system-related barriers” is associated with Axioms 1, 2 and 5 of the service-dominant logic. The second category “customer-oriented barriers” is associated with Axioms 2, 4 and 5. The third category of barriers “social environmental and economic barriers” is related to only Axiom 3. Results based on the motivators show that the first category “organization and system-related motivators” is associated with Axioms 2 and 4. The second category of “customer-oriented motivators” is associated with Axioms 1, 2, 3 and 5. The third category of motivators “social environmental and economic motivators” is related to Axioms 3 and 5.Practical implicationsThese results provide insights to managers for eradicating barriers from the value co-creation process by emphasizing strategic intrusion into those axioms that contain a high percentage of barriers. Similarly, it also provides insights to managers for expediting motivators of value co-creation by strategic intrusion based on the axioms that contain a high percentage of motivators. Overall, this study will serve for greater value co-creation by eradicating barriers and promoting motivators. This study also provides a theoretical foundation for future studies intended to establish a theoretical connection between the barriers and motivators with value co-creation in other industries.Originality/valueThis study is novel in terms of identifying barriers and motivators of value creation by categorizing those identified barriers and motivators into three sub-categories. This study is the first one for linking barriers and motivators with five axioms of value creation for a micro-level policy formulation.

Service encounter and repurchase intention in fitness centers: perceived value as a mediator and service innovativeness as a moderator

PurposeThis study examined the relationships between service encounter, perceived value, and repurchase intention in the fitness service sector through the theoretical lens of service-dominant logic. In addition, the mediating role of perceived value and the moderating role of service innovativeness were examined.Design/methodology/approachParticipants (n = 806) were drawn from fitness center customers in Taiwan using a convenience sampling technique. Partial least square structural equation modeling was used to test the hypotheses in the research model.FindingsThe results showed that service encounter had a positive impact on perceived value, which in turn affected repurchase intention. Moreover, the full mediating effect of perceived value was identified in the relationship between service encounter and repurchase intention. In addition, service innovativeness positively moderated the effect of service encounter on repurchase intention.Originality/valueThis study provides empirical evidence on the impact of staff-customer interactions (i.e. service encounter) on customers' perceptions and behaviors and identifies the critical role of perceived value as a mediating mechanism as well as a facilitating role of service innovativeness in enhancing repurchase intention.

Exploring factory digital production support system through the lens of Service Dominant logic

This paper attempts to understand innovation in the production environment of three different digital systems that support the manufacturing processes of industrial firms. Three cases were characterized through the lens of Service Dominant logic to assess the “smartness” of the services that the system provides. It achieves this using the dimensions ‘service ecosystem’, ‘service platform’ and ‘value cocreation’. The assumption used is that production or assembly may be viewed as a set of processes and hence in effect, a service. Furthermore, the digital system provided institutional arrangements to support value cocreation. It was found that the digital systems provide services to the shop floor and management over different time frames. What was also identified from the analysis was that by using the three dimensions, it was possible to understand the system’s limitations in terms of supporting the value cocreation processes.

I want it my way! The effect of perceptions of personalization through augmented reality and online shopping on customer intentions to co-create value

As technology further expands, the relationship between customers and organizations becomes even more idiomatic, as witnessed by personalized recommendations on websites and applications such as Amazon, Google, and Netflix. Through a service-dominant logic lens, this paper examines the effects of perceived personalization when using augmented reality (AR) and web-based stores on customers’ intentions to co-create value. We utilize an experimental design whereby participants would either use the IKEA Place AR application or visit the IKEA website. This is then followed by a survey to a) compare AR and website-based shopping attitudes, b) explore the role of personalization on intentions to co-create as well as the moderating influence of perceived value and c) investigate the mediating influence of customer perceived trust and risk on the relationship between perceived personalization and intention to co-create. Employing SEM, our findings show that perceived personalization significantly predicts value co-creation intention for website-based shopping, but not for AR-powered shopping. Additionally, the results show that trust and risk mediate the relationship between perceived personalization and intention to co-create value within the AR group with perceived value moderating the relationship between perceived personalization and risk, but not between personalization and trust. Our study is one of the first to explore the impact of personalization on intentions to co-create value and to compare perceptions of personalization between shopping through web-based stores and AR technology. Moreover, the results of this study highlight the importance of perceived risk, perceived trust, and perceived value, on customer intention to co-create. The practical implications for these findings assist managers in developing omnichannel marketing strategies while the theoretical implications contribute to the AR, technology, and co-creation literature by offering insights into the unique role of perceived personalization on AR technology and web-based store shopping via website-based retailing.

Social Media Agencies and Clients: A Resource Integration Approach

ABSTRACT The purpose of this paper is to empirically investigate the agency-client relationship dynamic between a client firm and social media agency through the theoretical lens of service-dominant logic (S-D logic) of marketing, specifically through the application of a resource integration approach. The study adopted an exploratory qualitative research approach to investigate resource integration practices among client firms and social media agencies. 29 expert interviews were conducted with senior social media personnel from both client firms and social media agencies. Data analysis was conducted using a thematic analysis approach to analyze interview-based data. The findings specify that client firms and social media agencies can use their shared operant resources to engage in resource integration activities specific to social media, which can lead to higher-order resource formation that can drive value co-creation. Social media marketing research has largely been dominated by consumer-centric studies. Lesser focus has been given to exploring how social media has been adopted by firms, and how they use social media as a part of their marketing strategy. To that end, the current study contributes to the area of firm-centric research on social media marketing by empirically exploring the relationship between client firms and their social media agencies via the conceptual lens of S-D logic value co-creation. Specifically, the novelty of the study lies in its examination of the social media-based operant resources which are exchanged and integrated within the agency-client dyad, as well as the examination of the resource integration activities which underlie said resource exchanges.

Value creation in blockchain-driven supply chain finance

The objective of this study is to explore the blockchain-enabled value creation process in supply chain finance (SCF). We analyze the roles of participants (who?), motives (why?), resources (what?), and practices (how?) through the lens of service-dominant logic and social exchange theory. We conducted an exploratory case study of a blockchain-based platform that offers SCF solutions for supply chain partners and interpreted the results through a series of qualitative analyses. The results prove that the blockchain-driven SCF solution provides services to its customers by applying key resources and conducting corresponding practices, which create value for the participants through meeting their motives.

STAKEHOLDER ENGAGEMENT AND VALUE CO-CREATION VIA SOCIAL MEDIA: A CASE STUDY OF CONTAINER SHIPPING COMPANIES

The importance of value co-creation through value propositions of the companies has been studied considerably from the lens of Service Dominant Logic (SDL). Although the main focus has solely been on customers, increasing role of stakeholders in value co-creation should also be considered. Social media has been suggested as an effective tool for establishing close relationships with stakeholders. Although businesses give priority to their communication with their customers in social media, it is also known that their stakeholders other than customers are influenced by the social media messages. The present study aims to figure out the social media interactions of two selected container shipping companies through their relationships with stakeholders and to identify how such interactions constitute the value-in-use. For this purpose, a case study approach was employed and both interviews and desk research was conducted. Findings revealed that customization with regards to stakeholder and social media channel and content creation was critical in value propositions. Stakeholders as operant resources contributed greatly to the creation of value-in-use. Knowledge sharing, continuous communication, sensing, and adaptation were suggested as the main enabler for value-in-use. The study contributed to the theoretical discussion over stakeholders’ role in the value co-creation processes of the companies via social media.

Mapping the perceptions and antecedents of football fans’ co-creation behaviours with sponsoring brands: a pan-cultural study of the European leagues

ABSTRACTTo date, research on football fans and co-creation has been limited. Prior research, through the lens of service-dominant logic, has conceptualised fans as active, commanding and critical influencers, revealing complex, multifaceted and developing co-creative relationships, but invariably only with their teams, clubs and online communities, limiting what is currently known about fans, sponsors and co-creation. Given this gap, the current study seeks to explore the perceptions and antecedents of this relationship across European football leagues with an emphasis on understanding perspectives on user generated advertising, developing social media content, creating brand culture and new product/services development for sponsoring brands. Exploratory in outlook, the paper adopts a social constructionist position, utilising 296 participants, from 9 leagues and incorporating 59 clubs. The study reveals the dynamic nature of the fan/co-creation relationship, with data indicating that fanatical and regular fans view co-creation as a cynical, intrusive and disruptive process, while casual fans seem more willing to engage, albeit episodically and driven by the anomalous emotions of guilt and superstition. The paper uncovers behaviours that offer insight for both brand managers and clubs into the reality of fan engagement in the context of co-creation. This offers a contribution to theory by positing five new behavioural categories related to perception of and engagement with co-creation activity: Defectors, Rejecters, Absorbers, Moralisers and Repenters.

Omni-channel retailing: propositions, examples and solutions

Customers are not passive agents, but intrinsic to the value creation process. Because retailers are the customer’s link to the marketplace they are uniquely placed to develop value co-creation opportunities that give themselves a strategic advantage. Omni-channel retailing is a means to create an advantage by forging deeper customer relationships and potentially developing new markets. Omni-channel retailing can appeal to the heterogeneity in customers’ shopping orientations with the aim of providing a seamless cross-channel experience. However, without a clear strategic purpose, omni-channel initiatives can easily result in unbeneficial – or worse, counterproductive – investments. To address this, the purpose of this paper is to formulate guiding principles to facilitate decision-making with respect to developing an omni-channel marketing strategy. Consequently, two complementary research streams are presented. The first pertains to strategic considerations regarding omni-channel retailing; the second pertains to value co-creation as seen through a service-dominant logic lens. These research streams are then linked to derive five propositions– along with examples and solutions – to assist retailing decision-makers when developing an omni-channel marketing strategy. These propositions underline the importance of viewing channels as value-facilitating resources that should be aligned with the customer’s decision journey.

Exploring technology-driven service innovation in manufacturing firms through the lens of Service Dominant logic

This paper attempts to explore technology-driven service innovation in manufacturing firms. It addresses the characteristics and ‘smartness’ of services provided by manufacturing companies and large OEMs within the context of product service systems enabled by Industry 4.0/IoT technologies (i.e. digital servitization).The paper takes ten different IOT-based service systems, and through the lens of Service Dominant (SD) logic analyses the different approaches used in service innovation. The dimensions used for the analysis are ‘service ecosystem’, ‘service platform’ and ‘value co-creation’.It was found, in some cases, that the proposed innovations cannot be considered ‘smart’ through the lens of SD logic, since they contribute little to value co-creation and to the development of ecosystems. Nevertheless, this does not negate their usefulness. We further discriminate between the different approaches to digital servitization, respectively app-ization and system-thinking. Last, the paper highlights that enabling technologies are provided by players that differ in terms of service scope and capabilities to run the service operations.

Employee/Employer Service Relation and Commercial Banking Sector of Pakistan: A Lens of Service Dominant Logic

This research paper used grounded theory as a research methodology with the main objective; to explore the applicability of Service Dominant Logic (S-D logic), to the concepts of management i.e. “Employee Engagement” and “Experiential Learning” by analyzing employee/employer behaviours of value co-creation in the commercial banking sector of Pakistan. In align, the theoretical contribution of this study is; the transformation of the conventional concept of management “employee engagement into a tentative theory of employee/employer service relation (EESR). In addition to this track, the study proposed a lens of S-D logic through experiential learning (EL) to draw a platform, which enables managers to adopt reciprocal and interconnected exchange relationships between actors to develop value co-creation for higher organizational performance (OP). Based on empirical evidence collected via interview method, the study substantiated that the narratives of processes and practices of S-D logic given by Vargo and Lusch are the foundation to establish proposed transformation. The outcome of employee/employer service relation suggested that employee/employer relationship (employee engagement) is based on service relationship (reciprocal exchange of service). Value is proposed through promising, an attractive and desired offer. Employer and employee as service actors play the role of resource holders and resource integrators in this relationship. Both service actors integrate their resources (operand and operant resources) to co-create value which is mutually benefited. However, the convergence of conventional logic of employee engagement into employee/employer service relation will first require a modification in the mind-set of commercial banking sector organizations.

A scaling up framework for innovative service ecosystems: lessons from Eataly and KidZania

PurposeThe purpose of this paper is to explore why innovative service ecosystems scale up, using a service-dominant logic lens. The focus is on identifying the key drivers of the scaling-up process as the basis for a new conceptual framework on the scaling up of service innovations.Design/methodology/approachAn inductive research design is used to zoom in on two innovative service ecosystems, Eataly and KidZania, to identify the key drivers that can explain why innovations scale up. For both companies, the triangulation of semi-structured interviews, archival sources and in-store observations is used as complementary data sets. Multiple investigators and multiple coders have been involved in the data collection, coding process and analysis.FindingsAn extended conceptualization of service innovation is obtained, grounded in a framework of four drivers of scaling up: effectuation as the basis for creating the value proposition; sensing and adapting to local contexts; the reconfiguration and alignment of resources and forms for collaboration between actors; and values’ resonance.Originality/valueThis study represents one of the first empirical investigations of the key drivers of the scaling up process of service innovations. The paper contributes with a conceptualization of service innovation and why scaling-up processes emerge, emphasizing the existence of multiple constellations of four drivers.

Place marketing examined through a service-dominant logic lens: A review

Abstract The traveler (or city-customer) should be viewed as a major co-creator of the value extracted from her or his destination (or city) experience. Consumer resources such as energy, mental disposition, expertise, or involvement may be crucial to explain the final value perceived. It is not clear, however, how effectively the concept of co-creation has been incorporated within place marketing. This research takes a step forward toward covering this gap by: (1) drawing on service-dominant logic and related perspectives to propose a co-creation-led, baseline framework; (2) conducting a systematic review of quantitative place-marketing research that has attempted to incorporate the value co-creation perspective; (3) critically reviewing these research efforts; and (4) providing future research avenues. Overall, this research shows that quantitative place-marketing literature is advancing towards incorporating the co-creation proposal, although that is primarily so in destination and hospitality contexts. There is still a long way to go, however, before a consensus is reached on many fundamental aspects.

Value co-creation: The role of actor competence

Adopting a Service-Dominant Logic lens, recent research within industrial marketing contexts increasingly recognizes the role of operant resources in value co-creation. Incumbent within operant resources is actor competence. Despite this, an investigation into the role of actor competence in value co-creating processes is scant and the competence literature, in general, has tended to concentrate on specialized knowledge and skills based interpretations that potentially restrict our understanding of the construct. To address this gap, this research adopts a phenomenological approach to explore perceived behavioral attributes of competent actors. Findings confirm two broad behaviorally based conceptualizations of competence: 1) extra-role behavior demonstrated through organizational citizenship behavior, and 2) in-role behavior demonstrated through understanding of work, and engagement behavior. To this end, the contribution of this research is twofold. First and from a theoretical perspective, it offers empirical insights into a relational based framework of competency within industrial marketing contexts. Second, and from a pragmatic perspective, this framework may aid managers in developing a broader understanding of actor competence and how such competencies may be enhanced within the workplace to optimize value co-creation.

How do consumer leaders co-create value in mental health organisations?

Objectives Contemporary mental health policies call for consumers to be involved in decision-making processes within mental health organisations. Some organisations have embraced leadership roles for consumers, but research suggests consumers remain disempowered within mental health services. Drawing on a service-dominant logic, which emphasises the co-creation of value of services, the present study provides an overview of consumer leadership within mental health organisations in the Australian Capital Territory. Methods Mental health organisations subscribing to the local peak body mailing list were invited to complete a survey about consumer leadership. Survey data were summarised using descriptive statistics and interpreted through the lens of service-dominant logic. Results Ways in which organisations may create opportunities for consumers to co-create value within their mental health services included soliciting feedback, involving consumer leaders in service design, having consumer leaders involved in hiring decisions and employing consumer leaders as staff or on boards. Strategies that organisations used to develop consumer leaders included induction, workshops and training in a variety of organisational processes and skills. Conclusions The findings of the present study extend the application of a service-dominant logic framework to consumer leadership within mental health organisations through consideration of the diverse opportunities that organisations can provide for consumer co-creation of service offerings. What is known about the topic? Policy calls for consumer involvement in all levels of mental health service planning, implementation and delivery. The extent to which service organisations have included consumer leaders varies, but research suggests that this inclusion can be tokenistic or that organisations choose to work with consumers who are less likely to challenge the status quo. Service literature has explored the way consumers can co-create value of their own health care, but is yet to explore consumers' co-creation of value at a systemic level. What does the paper add? This paper outlines ways in which mental health organisations report involving consumers in leadership positions, including having consumers on boards, having consumers on recruitment panels and providing leadership training for consumers. These initiatives are considered in terms of the potential value co-created within mental health services by consumers in leadership, suggesting that consumer leaders are a resource to mental health organisations in terms of the value brought to service offerings. What are the implications for practitioners? Research suggests that medical professionals have been resistant to increased consumer leadership within mental health services. The findings of the present study emphasise the value that can be brought to service organisations by consumer leaders, suggesting that mental health practitioners may reconsider their approach and attitudes towards consumer leadership in the sector.

Value co-creation between firms and customers: The role of big data-based cooperative assets

To better understand how big data interconnects firms and customers in promoting value co-creation, we propose a theoretical framework of big data-based cooperative assets based on evidence of multiple case studies. We identify four types of big data resources and four types of associated digital platforms, and we explore how firms develop the cooperative assets by transforming big data resources via the theoretical lens of service-dominant logic. This study offers a new theoretical perspective on value co-creation and an alternative competitive strategy in the era of big data for firms.

Customer Roles in Self-Service Technology Encounters in a Tourism Context

ABSTRACTThis paper reports on a study which explored the customer perspective on their roles in SST encounters in a tourism context, through the theoretical lens of service-dominant logic. The study employed short qualitative interviews with airline passengers at an international airport. The findings suggest that customers can assume six roles in an SST encounter which can be viewed as either positive or negative in terms of value creation. Therefore, a key contribution of this paper is the development of a role–experience continuum which depicts the variations in customer experiences of value creation in a tourism context.

Customers helping customers: payoffs for linking customers

Purpose– This paper aims to examine the relationship between customer networks and intercustomer social support, through the theoretical lens of service dominant logic (SDL). Co-creation and objective performance objectives are analyzed to understand the differential impact of instrumental and social/emotional intercustomer support on performance.Design/methodology/approach– A combination of survey and secondary data were collected within a health-club setting to test hypotheses. The data were analyzed using structural equation modeling.Findings– A customer’s network ties positively impact his/her intercustomer support perceptions, and this relationship is moderated by tie strength. Further, instrumental support impacts objective performance measures, while social/emotional has a greater impact on affective outcomes.Research limitations/implications– As customers become more connected, it is in the interest of the organization to capitalize on these connections. Future research should investigate what types of programming and marketing can directly enhance the number and types of connections customers form with others.Practical implications– Service organizations can benefit by fostering environments where customers connect with each other. These connections need not be at a high level; simple, informational connections prove to benefit the organization.Originality/value– The present research is designed to add to the research on intercustomer support in the service literature. This study investigates network-level antecedents of intercustomer support. Further, this research connects intercustomer support to objective (firm-reported) measures of performance. Last, this research examines intercustomer support through the lens of SDL and investigates its impact on co-creation outcomes.

Adopting self-service technology to do more with less

Purpose– Employees have traditionally played a major role in the customer ' s service experience. Yet self-service technology (SST) replaces the customer-service employee experience with a customer-technology experience. This paper seeks to use a service-dominant logic lens to gain fresh insight into the consumer experience of SST. In particular, it aims to consider the resources that are integrated when consumers use SSTs, their co-production role and what might constitute value.Design/methodology/approach– The paper presents findings from 24 semi-structured interviews that focus on the everyday experiences of consumers in using SST. Both genders and all socio-economic categories within all adult age groups from 18 to 65+ were included.Findings– There is a danger that organizations embrace SST as an economic and efficient mechanism to “co-create” value with consumers when they are merely shifting responsibility for service production. The paper identifies risks when customers become partial employees and concludes that customers should perceive the value they gain from using SST to be at least commensurate with their co-production role.Research limitations/implications– The qualitative study was confined to the consumer perspective. Future research within organizations and among employees who support consumers using SST would extend understanding, as would research within the business-to-business (B2B) context. Quantitative studies could measure the frequency and extent of the phenomena the authors report and assist with market segmentation strategies.Practical implications– The application of service-dominant logic highlights potential risks and managerial challenges as self-service, and consequent value co-creation, relies on the operant resources of customers, who lack the tacit knowledge of employees and are less easy to manage. There is also the need to manage a new employee role: “self-service education, support and recovery”.Originality/value– The paper draws attention to managerial challenges for organizations to ensure that SST adoption enhances and does not destroy value. Additionally, it highlights the importance of distinguishing between co-production and co-creation.