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Now showing items 47-66 of 66
  • Manai, Aicha; Holmlund, Maria (Emerald, 2015-08-01)
  • Holmlund, Maria; Hobbs, Päivi (Emerald Group Publishing Ltd, 2009)
  • Neganova, Irina (2014-06)
    Purpose: to investigate a concept of service-based dominant logic, define it, reveal its dimensions, theoretical framework, and managerial implications. Design/methodology/approach: the topic is approached by theoretical analysis and conceptual development. Using a definition of the dominant logic as a mind set or a world view the present article suggests ‘service-based dominant logic’ as a name for a generic theoretical concept instead of the widely used ‘service-dominant logic’ which can be easily misinterpreted as logic dominated by service only. Service-based dominant logic is ‘pure’ logic of service: it considers service as the fundamental basis of business and doesn’t include any goods-centric aspects. This logic relates to a firm’s facilitation and support of customer value creation processes using different types of resources obtained from a company. Findings: the study proposed the definition and revealed three dimensions of service-based dominant logic found in the relevant literature: ‘service logic’, ‘service-dominant logic’ and ‘customer-dominant logic’. The study showed similarities and differences between these three research streams in regard to how they defined a value, a product, a service, value creation, role of customer, role of company, and how important interactions were in value creation. The paper also described the theoretical framework of service-based dominant logic: it stated that service-based dominant logic had originated from service marketing, relationship marketing and value creation literature, and it interrelated with customer relationship management and business networks and channels research. Finally, the article classified the managerial implications of service-based dominant logic into three groups: company’s decision making, company’s organizing and company’s activities. Originality: the paper contributes conceptually to the service marketing literature by delineating the concept of service-based dominant logic. This term that before have not been widely used serves as the “umbrella” for three research streams exploring service as business perspective: ‘service logic’, ‘service-dominant logic’ and ‘customer-dominant logic’. This approach allows making deeper comparison between the main propositions of these research streams that could be interesting for the academic community for further application of research methods to collect empirical data from the corporate sector to check the findings.
  • Dube, Apramey; Helkkula, Anu (Emerald Group Publishing Ltd, 2015-04-14)
  • Kowalkowski, Christian; Kindström, Daniel; Alejandro, Thomas; Brege, Staffan; Biggemann, Sergio (Elsevier Inc, 2012)
    As product markets mature, firms are increasingly offering industrial services, in order to differentiate themselves and remain competitive. The general strategic view emerging from the services literature is that service infusion in manufacturing industries takes a somewhat unidirectional path from products to service provision. Based on in-depth case study research in the materials handling industry and drawing on Lindblom's (1979) concept of disjointed incrementalism, this study shows how service infusion often takes place in small steps without clearly directed efforts. The study identifies elements of incrementalism central to service infusion and demonstrates how a successful service strategy involves continuous modifications, adaptability, the seizing of ad hoc innovation, a continuous recalibration of opportunities, and the management of intertwining goals. The study introduces the concept of agile incrementalism; this concept aptly describes this contingency approach. The article contributes to a multifaceted and nuanced picture of service strategy and the service-infusion process.
  • Kindström, Daniel; Kowalkowski, Christian (Emerald Group Publishing Ltd, 2014)
  • Lindberg-Repo, Kirsti Helena; Dube, Apramey (2010-09-16)
  • Heinonen, Kristina; Helkkula, Anu; Holmlund, Maria (Emerald Group Publishing Ltd, 2013)
  • Pura, Minna; Radicchi, Elena (2015-11-12)
  • Holmlund, Maria; Strandvik, Tore (Emerald Group Publishing Ltd, 2005)
  • Mickelsson, Karl-Jacob (2011)
    The paper presents activities within consumer practices as context for service usage, and shows how consumers’ requirements for a service differ depending on their surrounding systems of practice. Practices are units of socially informed and meaning-laden behaviour that people carry out as a part of their daily life. Interviews with five wine consumers revealed five different contexts for the services of a wine store. Activities within the practice were divided into having cognitive, affective or informational purposes, and were arranged into an “activity tree”, where the position and function of the service could be observed.
  • Heaslip, Graham (The Chartered Institute of Transport - Ireland, 2014)
  • Carlborg, Per; Kindström, Daniel; Kowalkowski, Christian (Routledge, 2014)
    The number of service innovation articles has increased dramatically in the past 25 years. By reviewing 128 articles published between 1986 and 2010, primarily in leading marketing and innovation journals, this study analyzes the progression of service innovation research according to topicality and perspective. The authors summarize prior research by clustering it into three evolutional phases and drawing parallels with the evolution of the wider services marketing field. Overall, the view of service innovation has evolved, from a complement of traditional product innovation to a multidimensional, all-encompassing notion that entails several functions, both within and outside the firm.
  • Strandvik, Tore; Holmlund, Maria; Grönroos, Christian (Emerald Group Publishing Ltd, 2014-03-26)
    Special Issue: Back where we belong – Marketing as the organization’s core strategy
  • Dube, Apramey; Helkkula, Anu; Strandvik, Tore (2014-06-15)
  • Grant, David (Assumption University, 2014-12)
  • Kindström, Daniel; Kowalkowski, Christian; Nordin, Fredrik (Emerald Group Publishing Ltd, 2012)
    Purpose – The purpose of this paper is to explore strategies for visualizing the value of service-based offerings in a B2B context. By taking a process perspective on the offering life cycle, this paper also aims at distinguishing which visualization strategies are most appropriate using at which life-cycle stages. Design/methodology/approach – The study employed a qualitative, multiple-case study research design involving five manufacturing firms. Findings – Primary findings are that firms need to make use of several different visualization strategies depending on, among other things, the key stakeholders and also where the firm's offering is currently positioned in the service-based offering life cycle. Research limitations/implications – While the empirical data is from only one sector – i.e. manufacturing – managers from other B2B sectors should have an interest in the results and the key aspects identified. Further research could also establish linkages to performance metrics. Originality/value – Visualization strategies have been relatively rarely studied from a B2B perspective, and the process dimension, especially, is novel.
  • Holmlund, Maria; Törnroos, Jan-Åke (Emerald Group Publishing, 1997)
  • Kowalkowski, Christian; Windahl, Charlotta; Kindström, Daniel; Gebauer, Heiko (Elsevier Inc, 2015)
    Both academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum—from basic, product-oriented services towards more customized, process-oriented ones—ultimately leading to the provision of solutions. We challenge this service transition assumption and develop alternative ones regarding how product firms should pursue service-led growth. Using ‘problematization methodology’, and drawing on findings from thirteen system suppliers, we identify three service-led growth trajectories: (1) becoming an availability provider, which is the focus of most transition literature; (2) becoming a performance provider, which resembles project-based sales and implies an even greater differentiation of what customers are offered; and, (3) becoming an ‘industrializer’, which is about standardizing previously customized solutions to promote repeatability and scalability. Based on our critical inquiry, we develop two alternative assumptions: (a) firms need to constantly balance business expansion and standardization activities; and (b) manage the co-existence of different system supplier roles. Finally, we consider the implications for implementing service-led growth strategies of the alternative assumptions.