Lens Of Service-dominant Logic Research Articles

Value-creation space: The role of events in a service-dominant marketing paradigm

This paper provides a new conceptual contribution to our understanding of the value of events, examining their potential through the lens of service dominant logic. Through a conceptual analysis and discussion, augmented by a small-scale and exploratory empirical study using semi-structured interviews, it evaluates the growing resonance of events in modern-day marketing. The paper advances the conception of ‘value-creation space’ as an overarching term to coalesce the otherwise disparate range of organisational events that have marketing imperative and/or impact. The underpinning virtues of events are recognised and used to build a discussion that can provide a coherent basis for further conceptual development. The findings depict considerable synergy between the collaborative nature of events and the service dominant logic notions of co-creation (or co-destruction), and co-production. However, an intuitive and well-executed event marketing approach is critical to events' continued success as value-creation spaces.

Service Innovation Viewed Through a Service-Dominant Logic Lens: A Conceptual Framework and Empirical Analysis

Research to date on service innovation is rooted primarily in traditional new product development focusing on tangible goods. In this article, the authors invoke insights from the emerging service-dominant logic (SDL) perspective and propose a conceptual framework for investigating the antecedents and consequences of service innovation. They then develop a set of hypotheses pertaining to potential predictors of two distinct facets of service innovation (volume and radicalness) and the impact of the latter on two measures of firm performance (revenue growth and profit growth). They test their proposed model using data from a sample of luxury hotels and find that (a) collaborating with customers fosters innovation volume but not radicalness (and vice versa for collaborating with business partners); (b) a firm’s customer orientation—both directly and in interaction with innovative orientation—contributes to innovation radicalness; (c) collaborating with contact employees enhances both innovation volume and radicalness; (d) the use of knowledge integration mechanisms contributes to innovation radicalness (but not volume); and (e) both innovation outcomes have significant but somewhat different effects on the two performance measures. They discuss the theoretical and managerial implications of their findings and conclude with the study’s limitations and directions for further research.

Data not business asset

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.