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Zsigmond, Tibor, Annamária Zsigmondová, and Renáta Machová. "From Goods-dominant logic to Service-dominant logic." SHS Web of Conferences 120 (2021): 02015. http://dx.doi.org/10.1051/shsconf/202112002015.
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In recent decades, the role of consumers in the marketing process has become more valuable to marketers. The previous theory – which focused only on the product itself and the services – has now become completely obsolete. This approach is called GDL, which is an acronym that stands for “Goods-dominant logic”. The need for a paradigm shift has also been recognized by professionals, so they have increasingly begun to develop theories that put customers at the center. This shift did not occur from one moment to the next. With the development of newer and newer theories, the theory that changed the basic direction of marketing appeared by the end of the 2000s. This new paradigm is linked to researchers Lusch and Vargo. Their study titled “Evolving to a New Dominant Logic for Marketing” was published in 2004 in a professional journal called Journal of Marketing. The new policy is now called Service-dominant logic, abbreviated SDL. However, this theory is still not fully accepted. In some cases, shortcomings can be identified, mainly in terms of practical implementation. Furthermore, some research show that some elements or tools of the previous theory - GDL - cannot be completely omitted due to their simple applicability.
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Verna, Carlos Legna, and Miroljub Kljajić. "On the Transition of Service Systems from the Good-Dominant Logic to Service-Dominant Logic." International Journal of Information Technologies and Systems Approach 7, no. 2 (July 2014): 1–19. http://dx.doi.org/10.4018/ijitsa.2014070101.
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A review of some main ideas of the Service-Dominant logic is made with the intention of proposing reinterpretations on strategic issues and connections to other disciplines. Analysis of leading ideas of the Good-Dominant Logic and its transition to the Service-Dominant Logic is made. The authors reinterpret the definition of a Service System (SS) and show that Service Systems create new value as well as destroy it. A new class of value creation (or destruction), called “social value creation (or destruction)”, is introduced. Finally, the authors propose strategic issues that logically arise from their analyses, which are essential for the design of public policies. The authors also detect “windows” of connection of the Service System with other fields, especially with system dynamics methodology.
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Ziaee Bigdeli, Ali, and Tim Baines. "Advanced Services: A New Dominant Logic for Manufacturers." Academy of Management Proceedings 2020, no. 1 (August 2020): 12588. http://dx.doi.org/10.5465/ambpp.2020.12588abstract.
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Vargo, Stephen L., and Robert F. Lusch. "Evolving to a New Dominant Logic for Marketing." Journal of Marketing 68, no. 1 (January 2004): 1–17. http://dx.doi.org/10.1509/jmkg.68.1.1.24036.
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Ojasalo, Jukka, and Katri Ojasalo. "Service Logic Business Model Canvas." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 70–98. http://dx.doi.org/10.1108/jrme-06-2016-0015.
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Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.
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Formisano, Vincenzo, Giuseppe Russo, and Rosa Lombardi. "A service-dominant logic for banking services." MERCATI & COMPETITIVITÀ, no. 1 (June 2012): 81–93. http://dx.doi.org/10.3280/mc2012-001006.
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In the current competitive scenario, services now pervade all business activities, involving every production system and every organization. The emerging importance of services and their decisive role, compared to goods, in every business transaction in the global economy encourages scholars, professionals and business experts to engage in research models, paradigms and theories to better describe the new processes of value creation. This paper aims to analyze the applicability of the theoretical Service-Dominant Logic model to the field of local banking services, therefore, to interpret the concepts within a sector, that is, banking, in which the service component is increasingly becoming more strategic. The article briefly reviews the main features of the evolution of the process of banking services to represent their current evolutionary foundations in the light of the new paradigm of the S-D Logic. The paper combines theory and practice, with the help of a case study, appropriately selected for analysis. To conclude, the analysis shows that the theoretical approach of the Service-Dominant Logic improves the performance of the bank analyzed in economic terms (increased economic value created) as well as in terms of services offerred to customers with improved interactions, relationships and loyalty.
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Kim, Jaemin, and Michael Greiner. "Factors Impacting the Adoption of a New Dominant Institutional Logic." Academy of Management Proceedings 2020, no. 1 (August 2020): 12693. http://dx.doi.org/10.5465/ambpp.2020.12693abstract.
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Prahalad, C. K., and Richard A. Bettis. "The dominant logic: A new linkage between diversity and performance." Strategic Management Journal 7, no. 6 (November 1986): 485–501. http://dx.doi.org/10.1002/smj.4250070602.
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Lather, Patti. "What new sensibility, configuration or ‘dominant’ logic now for educational theory?" Educational Philosophy and Theory 50, no. 14 (November 25, 2018): 1602–3. http://dx.doi.org/10.1080/00131857.2018.1468651.
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Bolton, Ruth N. "Invited Commentaries on “Evolving to a New Dominant Logic for Marketing”." Journal of Marketing 68, no. 1 (January 2004): 18–27. http://dx.doi.org/10.1509/jmkg.68.1.18.24035.
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Miles, Chris. "Rhetoric and the foundation of the Service-Dominant Logic." Journal of Organizational Change Management 27, no. 5 (August 11, 2014): 744–55. http://dx.doi.org/10.1108/jocm-09-2014-0171.
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Purpose – The purpose of this paper is to investigate the use of rhetorical and narrative strategies in the foundational text of Service-Dominant (S-D) Logic. The author argues that the success of Vargo and Lusch's (2004a) paper in establishing the foundational premises of the new S-D Logic is greatly aided by their persuasive use of classical rhetorical techniques of word choice, metaphor, and framing as well as the careful construction of a narrative that is guaranteed to be attractive to their audience. Design/methodology/approach – The author uses techniques of rhetorical and narrative analysis to closely examine some of the principle argument in the foundational text of S-D Logic. Findings – The author finds that Vargo and Lusch (2004a) make use of a powerful narrative of redemption in which marketing is seen to be saved from a potentially destructive internal struggle by a revelatory shift in perspective. The choice of key framing terms such as “logic”, “evolution”, and “paradigm” is found to have an important rhetorical effect in supporting this persuasive narrative and helping to cast it in a scientifically “inevitable” light. Originality/value – The findings speak to the vital role played in academic marketing, and in the successful promulgation of a new movement within the academic marketing community, of persuasive language and narrative.
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MILLER, ROGER, and SERGHEI FLORICEL. "GAMES OF INNOVATION: A NEW THEORETICAL PERSPECTIVE." International Journal of Innovation Management 11, no. 01 (March 2007): 1–35. http://dx.doi.org/10.1142/s1363919607001606.
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Games of innovation are sets of rules that structure meso-level innovation systems composed of organisational actors that compete and collaborate to create value. All game rules are coherent, with one dominant value-creation logic, and refer to all the aspects of managing innovation, from competitive strategies and policies for investment in innovation capabilities to practices for identifying opportunities and managing projects. The dominant logic that guides them stems from prevailing conditions for innovation, which open certain avenues by which participants produce and capture value, but which close others. The rules stabilise and ensure the reproduction of innovation systems for long periods of time.
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Onishi, Tamaki. "Venture Philanthropy and Practice Variations: The Interplay of Institutional Logics and Organizational Identities." Nonprofit and Voluntary Sector Quarterly 48, no. 2 (January 17, 2019): 241–65. http://dx.doi.org/10.1177/0899764018819875.
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While institutional logics and organizational identity become effective theoretical lenses to analyze hybrid organizations, the literature often focuses on tensions between multiple logics or multiple identities and remains relatively silent regarding how logics and identities simultaneously constrain organizations and how organizations respond to incompatibilities as well as compatibilities between logic and identity. To address this gap, the present study draws from burgeoning research that theorizes identity as an integral part of the mechanism from which logics shape organizational decision making. I examined how social-welfare/commercial logics and social/businesslike identities directly and indirectly shape 138 organizations’ practices of venture philanthropy—a hybrid approach combining philanthropy and venture capitalism. The findings confirm identity’s overall mediating effects and offer new theoretical insights into organizational responses to logic–identity incompatibility, especially the dominant role of social identity in consistently suppressing external pressures from commercial logic, whereas businesslike identity overcomes social-welfare logic only associated with the nonprofit status.
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Grönroos, Christian, and Johanna Gummerus. "The service revolution and its marketing implications: service logic vs service-dominant logic." Managing Service Quality 24, no. 3 (May 6, 2014): 206–29. http://dx.doi.org/10.1108/msq-03-2014-0042.
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Purpose – The purpose of this conceptual paper is to analyse the implications generated by a service perspective. Design/methodology/approach – A conceptual analysis of two approaches to understanding service perspectives, service logic (SL) and service-dominant logic (SDL), reveals direct and indirect marketing implications. Findings – The SDL is based on a metaphorical view of co-creation and value co-creation, in which the firm, customers and other actors participate in the process that leads to value for customers. The approach is firm-driven; the service provider drives value creation. The managerial implications are not service perspective-based, and co-creation may be imprisoned by its metaphor. In contrast, SL takes an analytical approach, with co-creation concepts that can significantly reinvent marketing from a service perspective. Value gets created in customer processes, and value creation is customer driven. Ten managerial SL principles derived from these analyses offer theoretical and practical conclusions with the potential to reinvent marketing. Research limitations/implications – The SDL can direct researchers’ and managers’ views towards complex value-generation processes. The SL can analyse this process on a managerial level, to derive customer-centric, service perspective-based opportunities to reinvent marketing. Practical implications – The analysis and principles help marketing break free from offering only value propositions and become an organisation-wide responsibility. Firms must organise service-influenced marketing and create a customer focus among all employees, beyond conventional marketing. Originality/value – A service perspective on business has key managerial implications and enables researchers and managers to find new, customer-centric, service-influenced marketing approaches.
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Hayslip, Travis B., Martina G. Gallarza, and Luisa Andreu. "Service-Dominant Logic and Value in Tourism Management: A Qualitative Study within Spanish Hotels Managers." Journal of Business Theory and Practice 1, no. 2 (September 25, 2013): 303. http://dx.doi.org/10.22158/jbtp.v1n2p303.
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<p><em>With the award-winning article of Vargo and Lusch (2004), a new concept was introduced, called Service-Dominant logic (S-D logic). This paper aims to apply S-D logic to the tourism sector by determining </em><em>if this new approach, by means of the importance of value co-creation, can affect the perceptions of value in the mind of the consumer and, thus, be used as a source of competitive advantage if adopted by tourism service providers. In this paper a conceptual framework is established through a literature review on both S-D logic and value in tourism. After a review of both topics, links between them are conceptually explored. With empirical research methods this study analyzed the applicability of the ten foundational premises of S-D logic in the tourist experience. Through exploratory research, we conducted in-depth interviews with hotel directors in the tourism sector in order to generate qualitative data and provide valuable knowledge to make conclusions on the managerial implications that the practical use of this new mindset would entail. Tourism managers should consider these new ideas in practice as a way to enhance value co-creation and differentiate themselves from the competition.</em></p>
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ten Dam, Eline M., and Maikel Waardenburg. "Logic fluidity: How frontline professionals use institutional logics in their day-to-day work." Journal of Professions and Organization 7, no. 2 (July 1, 2020): 188–204. http://dx.doi.org/10.1093/jpo/joaa012.
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Abstract This article aims to gain a better understanding on micro processes of how frontline professionals use institutional logics in their day-to-day work. It contributes to the growing literature on the dynamics between institutions and the professional frontline. To further develop this field of study, a conceptual framework is presented that integrates institutional logics, vocabularies of practice, and narratives as central concepts. By adopting a composite narrative approach and identifying vocabularies of practice, the article interprets how frontline professionals make use of different logics to make sense of a new principle introduced in their professional field. Findings are based on a case study of professional patient collaboration in healthcare. The article composes five narratives that act as vehicles through which healthcare professionals use five logics: a medical professional logic, managerial logic, commercial logic, consultation logic, and patient-centeredness logic. It argues that frontline professionals use vocabularies of practice to assemble narratives that help them to navigate between a plurality of logics. It further shows that professionals move fluently from one narrative to another, critiquing the ideas of adherence to a dominant logic and conflict solving. The article finalizes with a discussion that advocates for a process studies perspective and a stronger focus on micro processes in research on professional performance in the context of institutional plurality.
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Heinonen, Kristina, Tore Strandvik, and Päivi Voima. "Customer dominant value formation in service." European Business Review 25, no. 2 (March 1, 2013): 104–23. http://dx.doi.org/10.1108/09555341311302639.
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PurposeThe purpose of this paper is to extend current discussions of value creation and propose a customer dominant value perspective. The point of origin in a customer‐dominant marketing logic (C‐D logic) is the customer, rather than the service provider, interaction or the system. The focus is shifted from the company's service processes involving the customer, to the customer's multi‐contextual value formation, involving the company.Design/methodology/approachValue formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.FindingsThe paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi‐contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer‐company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.Research limitations/implicationsThis paper is conceptual. It discusses and presents a customer‐dominant value perspective and suggests implications for empirical research and practice.Practical implicationsAwareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.Originality/valueThe paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi‐contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.
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Clavier, Pamela, Hugo Lotriet, and Johan Van Loggerenberg. "A first step towards service-dominant logic as a new approach to overcome challenges in business intelligence." South African Journal of Economic and Management Sciences 17, no. 2 (March 6, 2014): 220–31. http://dx.doi.org/10.4102/sajems.v17i2.414.
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High expectations are set for Business Intelligence (BI), yet it fails to consistently deliver accordingly: there are numerous reports of BI challenges and failures. Existing approaches to address BI challenges are largely found to be ineffective, highlighting the need for a new approach. This paper examines how BI is perceived or understood and establishes that, firstly, BI is inherently grounded in Goods-Dominant (G-D) logic and secondly, that this can be linked to the challenges that are experienced within BI. A recommendation is made for a shift to Service-Dominant (S-D) logic as a new avenue of exploration to assist in overcoming BI’s prevailing challenges. Identifying the inherent G-D logic in BI provides the first step necessary in making this shift. Research findings are based on an interpretive case study of a South African Banking institution as well as a literature review.
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Ortega, Ana M., M. Teresa García, and M. Valle Santos. "Effectuation-causation: what happens in new product development?" Management Decision 55, no. 8 (September 18, 2017): 1717–35. http://dx.doi.org/10.1108/md-03-2016-0160.
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Purpose The literature provides contradictory findings on planning contradictory findings on planning as a success factor in projects which entail high innovation. Nevertheless, new product development (NPD) research has mainly adopted the causation lens, in which planning plays an important role. By embracing the logic of effectuation, the purpose of this paper is to secure a wider perspective concerning how the various NPD options develop, taking into account the role played by uncertainty. Design/methodology/approach By adopting an inductive approach, the authors attempt to advance existing knowledge on the topic. The qualitative methodology (documentary analysis, content analysis and alternate templates) is adopted for the analysis of four NPD projects in the food industry in Spain. Findings Results reflect the relevance of the two perspectives considered when explaining the NPD process, with the presence of hybrid behaviour in all the projects and effectuation emerging as the dominant logic in the project linked to a greater degree of innovation and uncertainty. Research limitations/implications Projects involving varying degrees of innovation would seem to require different NPD approaches. This paper provides an initial approach to the subject, and it analyses a small number of firms. It is necessary to better understand to what extent the two logics are present in different types of projects. Practical implications By incorporating the logic of effectuation, firms might consider using NPD as a means of engaging in projects that entail a higher degree of innovation, since it offers ways of dealing with the uncertainty linked to such projects. Originality/value The paper contributes to the still early efforts to apply the perspective of effectuation to the area of NPD, by linking the logics of effectuation and causation to the various NPD processes taking account of their varying degrees of innovation and uncertainty (exploitation, exploration and leverage options).
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Paller, Jeffrey W. "Dignified Public Expression: A New Logic of Political Accountability." Comparative Politics 52, no. 1 (October 1, 2019): 85–116. http://dx.doi.org/10.5129/001041519x15619975411262.
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Research on political accountability emphasizes elections and popular control, but often neglects how ordinary people hold their leaders to account in the context of daily life. Dominant scholarly approaches emphasize the logic of electoral sanctioning and removal, missing the importance of mutual respect between representatives and citizens. This article introduces a new logic of democratic accountability based on the social practices, daily political behaviors, and public deliberation between representatives and citizens. Using urban Ghana as a study site, this article uncovers the mechanisms through which a theory based on respect works in practice. By reconciling theories of political representation with deliberative democracy, the article places the voices of urban Ghanaians in conversation with Western political thought to broaden understandings of accountability in African democracies.
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Campos, Héctor Montiel, José Pablo Nuño de la Parra, and Francesc Solé Parellada. "The Entrepreneurial Orientation-Dominant Logic-performance relationship in new ventures: an exploratory quantitative study." BAR - Brazilian Administration Review 9, spe (May 2012): 60–77. http://dx.doi.org/10.1590/s1807-76922012000500005.
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Perano, Mirko, Gian Luca Casali, and Tindara Abbate. "Service Dominant Logic, Open Innovation Intermediaries and Innovative Capacities: Towards a Theoretical Framework." International Journal of Business and Management 13, no. 10 (September 7, 2018): 146. http://dx.doi.org/10.5539/ijbm.v13n10p146.
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This work stresses the centrality of the Service-Dominant Logic (S-D logic) point of view and the relationships between firm and Open Innovation Intermediary in the knowledge development process providing a conceptual framework. From an in-depth literature review on S-D logic, Open Innovation Intermediaries and firm dynamic capabilities, a development of a conceptual framework based on these research areas is provided. The framework is intended to highlight the role of customers (firms) into professional relationships with intermediaries of innovation becomes progressively significant in the innovation activities because these professional relationships increasingly become co-creators of value. Within their advanced platforms, intermediaries or brokers, encourage, promote and sustain interactions and partnerships aligned to value co-creation enterprises. This is achieved by providing a heterogeneous set of services to augment dynamic cooperation, to advance concepts or solutions for solving interdisciplinary problems and, consequently, to address an organization’s requirements for new market opportunities. Therefore, these partnerships represent a possible way to define and to improve the value cocreation actions by firms that intend to engage and to cooperate with adjunctive and integrative resources and expertise. In addition, the framework has been designed to highlight a particular domain centered on the role of each S-D Logic axioms within the innovation capabilities; and the relationship and orientation between organisation and innovation intermediary. The main findings highlight that both firms and Open Innovation Intermediaries need to develop innovative capabilities through direct and indirect relationships within the S-D logic perspective. This study is an effort towards building a conceptual framework by connecting the concepts of Open Innovation Intermediaries, dynamic capabilities and S-D logic.
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Mele, Cristina, Maria Colurcio, and Tiziana Russo-Spena. "Research traditions of innovation." Managing Service Quality 24, no. 6 (November 4, 2014): 612–42. http://dx.doi.org/10.1108/msq-10-2013-0223.
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Purpose – The purpose of this paper is to offer a fresh framing of innovation, as service innovation/value innovation. Design/methodology/approach – By examining the visions, patterns and outcomes of three different research approaches to understanding innovation – goods-dominant (G-D) logic, the resource-based approach and service-dominant (S-D) logic – the authors strive to outline the contribution of each to the debate on innovation. This investigation involves a comprehensive literature review. Scrutiny of a case company provides a means of identifying and illustrating how these approaches play out in a real business context. Findings – A framework for innovation builds on the comparison of the three research approaches. G-D logic, when analysed in terms of new product development and new service development, positions innovation as an output (a new good or service) of a business's internal processes, with the firm as the main actor. The resource-based approach establishes the drivers of innovation as knowledge, capabilities and relationships, but the firm is still the main innovator. S-D logic addresses “open” innovation processes in which all actors in the network can mobilize and integrate their resources to become value co-innovators. Research limitations/implications – This study builds on the literature review by offering a more systematic way of dealing with the different research traditions in innovation debate. Practical implications – This study spurs managers to question the validity of dominant logic and how it affects the decision-making process. The conceptualization of innovation within S-D logic provides new avenues for decision makers and practitioners to tackle topical challenges of global competition. Originality/value – The value of this paper lies in defending the premise that S-D logic is better suited than the other two research traditions to frame current innovation within the context of global competition because it moves innovation beyond mainstream conceptualization: from “products and services” to “service and value”, from “buyer-seller dyads” to “ecosystem relationships”, and from “closed/linear process” to “open/co-created process”.
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McLoughlin, Kate, and Joanne Meehan. "The institutional logic of the sustainable organisation: the case of a chocolate supply network." International Journal of Operations & Production Management 41, no. 3 (March 30, 2021): 251–74. http://dx.doi.org/10.1108/ijopm-11-2020-0773.
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PurposeThe purpose of this paper is to examine how, and by whom, institutional logics are determined in the action of sustainable organisation. The authors analyse a supply chain network structure to understand how multiple stakeholders' perceptions of sustainability emerge into a dominant logic and diffuse across an organisational field.Design/methodology/approachStakeholder network theory provides novel insights into emerging logics within a chocolate supply chain network. Semi-structured interviews with 35 decision-makers were analysed alongside 269 company documents to capture variations in emergent logics. The network was mapped to include 63 nodes and 366 edges to analyse power structure and mechanisms.FindingsThe socio-economic organising principles of sustainable organisation, their sources of power and their logics are identified. Economic and social logics are revealed, yet the dominance of economic logics creates risks to their coexistence. Logics are largely shaped in pre-competitive activities, and resource fitness to collaborative clusters limits access for non-commercial actors.Research limitations/implicationsPowerful firms use network structures and collaborative and concurrent inter-organisational relationships to define and diffuse their conceptualisation of sustainability and restrict competing logics.Originality/valueThis novel study contributes to sustainable supply chain management (SSCM) through presenting the socio-economic logic as a new conceptual framework to understand the action of sustainable organisation. The identification of sophisticated mechanisms of power and hegemonic control in the network opens new research agendas.
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Tregua, Marco, Danilo Brozovic, and Anna D'Auria. "15 years of service-dominant logic: analyzing citation practices of Vargo and Lusch (2004)." Journal of Service Theory and Practice 31, no. 4 (March 23, 2021): 563–606. http://dx.doi.org/10.1108/jstp-08-2019-0174.
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PurposeThe purpose of this article was to provide an outline of the citation practices of “Evolving to a new dominant logic for marketing” by Vargo and Lusch (2004) to identify and discuss the most prominent research topics in which citations were used and to suggest future research based on the results of the analysis.Design/methodology/approachThe authors used a comprehensive framework of citation practices based on iterations of previous literature to analyze the relevant literature, which they identified by accessing, systematically and rigorously, every available contribution matching a set of criteria. The authors then categorized these contributions and highlighted the main topics of research interest in each category.FindingsThe findings identify some of the factors in the continuous development of SDL, the way this new marketing logic permeated the scientific debate, the infusion of Vargo and Lusch (2004) into several contributions framed in the new logic or justified through it, and a general perception of a default reference. Additionally, the findings highlight the main topics of research interest in each category.Research limitations/implicationsThe analysis enabled the detection of the original paper's influence through advances in service studies, pollination into other fields of research and continuous scientific debate. The authors have highlighted several avenues for research and proposed future research directions.Originality/valueThis research analyzed the effects of the spread of the SDL cornerstone article and emphasized the advantage of using an in-depth approach to the analysis of studies through a framework applied to more than 4,600 studies.
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Léonard, Michel, and Monica Drăgoicea. "Responsible Service Logic." ITM Web of Conferences 38 (2021): 03003. http://dx.doi.org/10.1051/itmconf/20213803003.
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This paper introduces the Responsible Service logic to clarify the responsibilities of managers in the establishment of services inside society. Nowadays, managers have to foster the discovery of new Exploration and Innovation activities (E&I). Indeed, they have to address business and societal challenges with much more consistency and responsibility, as information technologies (IT) are being infused into the development of products and services. It is a question of exploring how to rendezvous responsible management and IT potential for value co-creation. This paper considers Service Science and its two disciplinary pillars – marketing (Service-Dominant logic), and information technology (Service-IT logic). Then it introduces a third pillar, the Responsible Service logic, to fill the gap between them and, in such a way, to reinforce a cognitive continuum between all these pillars. Thus, the Responsible Service logic will concern all the co-creators of the service, although they have different skills, activities, competencies, and even belong to different entities. This is how it clarifies the real responsibilities of the managers in such a progression.
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Silva, Maicon da. "The service-dominant logic in marketing: an essay with teachers and students of the master's in administration." Independent Journal of Management & Production 12, no. 1 (February 1, 2021): 353–76. http://dx.doi.org/10.14807/ijmp.v12i1.1301.
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This study responds to a theoretical essay, where it sought to analyses the dominant logic of service in marketing and its contextualization, based on studies initiated by exponents such as Vargo and Lusch in 2004. In other words, this new logic interpreted that value is constructed from the perspective of value in individual or social use. Also, it was sought to bring findings of the evolution of the concept of marketing, because it has been the concern of researchers in the area over the past decades. Still, since 2004, theories have been developed about this orientation of the "new logic". In this period, the proposers of the Vargo and Lusch theory reviewed the Foundational Assumptions (FPs) of the "Service Dominant Logic" (SDL), where some years later was added an eleventh FP written in the article of (Vargo & Lusch, 2016) "the co-creation of value is coordinated through institutions managed by an actor and institutional arrangements". In this way, this essay approached private higher education through reports from teachers (teachers) and students (students) of the Master's Degree in Administration at a University located in the Pardo River Valley/RS, more precisely the classroom of that course, addressing the interactive relationships between the parties in the process of teaching learning and knowledge construction. Finally, studies based on the dominant logic of service in marketing and the co-creation of value, consists of resuming studies of the last decade in the marketing area, providing advances for integrative issues, where companies need to differentiate themselves in relation to their competitors, seeking to offer the best products and/or services.
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Wong, David H. "Reflections on student‐university interactions for next generation learning." Asia Pacific Journal of Marketing and Logistics 24, no. 2 (March 30, 2012): 328–42. http://dx.doi.org/10.1108/13555851211218084.
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PurposeThe purpose of this paper is to draw attention to the implications of an e‐learning strategy – a strategy that is increasingly employed with greater intensity by many higher education institutions, by re‐examining the value creation process from a service‐dominant logic perspective.Design/methodology/approachA model of student‐faculty and student‐student interactions using interactive Web 2.0 technologies in e‐learning is offered and explained using literature from service‐dominant logic research.FindingsThis perspective fundamentally alters the mindset of higher education institutions that have traditionally devised strategies to deliver value through its products and services. The new focus provided by service‐dominant logic is for higher education institutions to acknowledge that they can only facilitate the value creation process by fostering interactions, constructing learning activities that enable enriching learning experiences and creating structures to support these experiences.Practical implicationsKey challenges for higher education institutions are discussed that include implications for exclusion marketing, perceived value for money, and policy issues.Originality/valueThis paper provides a fresh perspective, and a new line of thinking with regard to how value is co‐created by both faculty and students through a set of experiences within student‐faculty and student‐student interactions. It therefore potentially directs a new path of research in the area.
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Nilsson, Elin, and David Ballantyne. "Reexamining the place of servicescape in marketing: a service-dominant logic perspective." Journal of Services Marketing 28, no. 5 (August 5, 2014): 374–79. http://dx.doi.org/10.1108/jsm-01-2013-0004.
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Purpose – The purpose of this paper was to extend understanding of the sense of place captured by the servicescape concept, as a means by which customers clarify their service expectations and their satisfaction with service experiences. Design/methodology/approach – The design is conceptual. This article critically examines and extends the servicescape concept in the light of insights from the service-dominant (S-D) logic. Findings – First, we explain how servicescape adds meaning to a service provider’s value proposition, part of a pattern of customer expectations which are later confirmed or disconfirmed as value-in-use. Second, the servicescape is a more socially imbued context than has previously been recognized, because the service experience is co-created by customer and service provider. Third, the context for service is not restricted to the traditional physical servicescape, as other more fluid and web-based settings are now common. Practical implications – Extending the understanding of place as a context for value determination in new ways. Originality/value – The literature on servicescape is extensive, but it is anchored to the physicality of the service environment. Given the rise of the Internet and, more recently, digital social media as a virtual “place” of business, the relevance of servicescape is due for critical review. Our critical examination adds to the experience value of service and also extends the S-D logic understanding of value-in-use.
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Haider, Sajjad, and Francesca Mariotti. "Unfolding critical events and strategic decisions: the role of spatial and temporal cognition." Management Decision 54, no. 7 (August 15, 2016): 1813–42. http://dx.doi.org/10.1108/md-11-2015-0521.
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Purpose – The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes vis-à-vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions. Design/methodology/approach – The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in-depth semi structured interviews. Findings – The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers’ dominant logic. Further, the authors show that the dominant coalition, among other factors, plays an important role in building decision-making capacity and in the formation and transformation of an existing dominant logic. Research limitations/implications – The study identified a number of limitations. First, the issue of generalization as the data were collected from only two case study companies. Second, in some cases respondents were asked to respond to research questions using “memory of the events” which took place a long time ago, hence the issue of credibility. Further, sometimes respondents reported information collected through hearsay. To overcome the limitations of this research, the authors made all efforts to ensure that the data collected were reliable and credible such as by using diverse data sources, confirmation of events at multiple level and personal observations. Practical implications – The study identifies and explains a number of factors which influence decision making. The authors also present the revised dominant logic model which can act as a tool in managerial decision making. Originality/value – The paper shows how managerial decision making changes knowledge strategy, which in turn leads to changes in existing dominant logic or the creation of a new dominant logic, hence looking at the issues of decision making using an evolutionary perspective. Second, the paper empirically tests and explains the relationship between intentionality, actions and organizational outcomes using spatial and temporal learning. Finally, the use of the longitudinal retrospective processual analysis and events analysis, is a novel way of understanding a particular phenomenon.
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Kristiansen, Margrethe, Aud Obstfelder, and Ann Therese Lotherington. "Contradicting logics in everyday practice." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 57–72. http://dx.doi.org/10.1108/jhom-11-2013-0265.
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Purpose – Performance management is criticised as a direct challenge to the dominant logic of professionalism in health care organisations. The purpose of this paper is to report an ethnographic study that investigates how performance management and professionalism as contradicting logics are interpreted and implemented by managers and nurses in everyday practice within Norwegian nursing homes. Design/methodology/approach – The paper presents an analysis of 18 semistructured interviews and 100 hours of observation of managers and nurses from three nursing homes. The study draws on the institutional logic perspective as a theoretical framework. In the analysis, the authors searched for patterns of activities and interactions that reflected managers and nurses’ coping strategies for handling contradicting logics. Qualitative content analysis was used to systematically code the data, supported by NVIVO software. Findings – The authors identified three forms of coping strategies: the adjustment of professionalism to standards, the reinforcement of professional flexibility and problem solving, and the strategic adoption of documentation. These patterns of activities and interactions reflect new organisational structures that allowed contradicting logics to co-exist. The study demonstrates that a new complex dimension of governing processes within nursing homes is the way in which managers and nurses handle the tension between contradicting logics in their daily work and clinicians’ everyday practice. Originality/value – The study provides new insight into how managers and nurses reshape internal organisational structures to cope with contradicting logics in nursing homes.
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Vignero, Leander, and Lorenz Demey. "The perfect surprise: a new analysis in dynamic epistemic logic." Logic Journal of the IGPL 28, no. 3 (November 15, 2019): 341–62. http://dx.doi.org/10.1093/jigpal/jzz031.
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Abstract In this article, we present a new logical framework to think about surprise. This research does not just aim to better understand, model and predict human behaviour, but also attempts to provide tools for implementing artificial agents. Moreover, these artificial agents should then also be able to reap the same epistemic benefits from surprise as humans do. We start by discussing the dominant literature regarding propositional surprise and explore its shortcomings. These shortcomings are of both an empirical and a conceptual nature. Next, we propose a philosophical solution to the problems that ail these systems, based on the notion of issue of epistemic interest. Finally, we give a formal framework to think about surprise. More specifically, we develop a probabilistic dynamic epistemic logic (called $\mathcal{SURPRISE!}$) that succeeds at formalizing the relevant philosophical concepts. This will be done through an issue management system grounded in topology. As an added bonus, the additional expressive power allows us to capture a richer variety of scenarios, and it also enables a more careful analysis of said scenarios.
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Barqawi, Neda, Kamran Syed, and Lars Mathiassen. "Applying service-dominant logic to recurrent release of software: an action research study." Journal of Business & Industrial Marketing 31, no. 7 (August 1, 2016): 928–40. http://dx.doi.org/10.1108/jbim-02-2015-0030.
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Purpose Fierce competition drives software vendors to rely on Software-as-a-Service (SaaS) strategies and to continuously match new releases with customers’ needs and competitors’ moves. Such recurrent release practices pose specific challenges for software vendors which shape how they service customers. To address these challenges, this paper aims to apply service science to innovate strategies for SaaS release management. Design/methodology/approach Based on action research methodology, the authors collaborated closely with Software Inc., an alias for a large multinational software provider, to apply service-dominant logic systematically, to analyze and improve its SaaS release management process and to support ongoing value co-creation with its customers. Findings The authors provide a detailed account of how Software Inc. improved its SaaS release management practices; they extend current understanding of service innovation dynamics in SaaS environments and offer a model of value co-creation in SaaS release management grounded in the findings from Software Inc. Research limitations/implications The research draws on a single case study with particular characteristics. Still, it allows for analytical generalizations with both theoretical and practical implications for how SaaS managers can improve recurrent release practices based on foundational service-dominant logic principles. Practical implications The authors suggest that SaaS managers concentrate on knowledge-sharing with customers, ensure continuous communication among teams supporting the service, re-organize release management to enhance the value co-creation process, use technology to improve customer service experiences and use service mapping to improve release management and service quality. Originality/value The authors bridge service-dominant logic principles and SaaS knowledge by demonstrating how service-dominant logic can be used to improve SaaS release practices and by offering conceptual and practical knowledge about value co-creation between customers and suppliers in SaaS contexts.
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Peñaloza, Lisa, and Alladi Venkatesh. "Further evolving the new dominant logic of marketing: from services to the social construction of markets." Marketing Theory 6, no. 3 (September 2006): 299–316. http://dx.doi.org/10.1177/1470593106066789.
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Ellert, Guido, Guido Schafmeister, David Wawrzinek, and Heike Gassner. "“Expect the unexpected”." International Journal of Event and Festival Management 6, no. 1 (March 16, 2015): 54–72. http://dx.doi.org/10.1108/ijefm-02-2014-0003.
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Purpose – The purpose of this paper is to analyse event management by using three value creation logics, value chain, value network and value shop. In event management, value is generated through intermediation where the dominant creation logic is a value network. However, the complexity of events and danger of unexpected problems is increasing, which, in the worst case, leads to event failure. This fact makes it necessary to change the general attitude towards this topic from risk management to uncertainty management and use the value shop in order to solve problems efficiently. Design/methodology/approach – This paper is based on the methodology of phenomenological hermeneutics which analyzes the object of study by interpreting the facticity and provides basics to generate a conceptual model. Findings – The dominant value creation logic must be changed to prevent the value network from failure in generating value, since only the value shop provides high quality problem solving. Trust not only in planning but also in the own problem-solving competence and available tools is a major part of the value shop. As a practical example of high quality problem solving, the performance of high reliability organisations can be used by event managers. Research limitations/implications – Using these hermeneutical gained logic, additional empirical research projects in event management, leadership and problem-solving competence of top managers, are promptly intended. Additionally, studies concerning competences and structures of the uncertainty management team have to be determined and developed as well as education and coaching has to be generated in order to achieve best results in problem solving. Practical implications – Practical implications of this paper are: considering the value shop as the dominant value creation logic in uncertainty management; establishing a specially trained Complex Problem-Solving Team; and considering trust to be an essential element of the value shop. Social implications – The basic job requirements a successful value net (event-) manager has to provide in such a complex system are: acting as integrator, mediator and problem solver simultaneously. Additionally event managers need to be trained to rethink the value creation logic and use the value shop within the value net to stay flexible and work successfully during their events. Originality/value – Derived from this new perspective the necessity of enhancing the implemented value creation logic according to uncertainties allows event managers to solve unexpected problems faster and more efficiently.
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O’Brien, Danny, and Trevor Slack. "The Emergence of a Professional Logic in English Rugby Union: The Role of Isomorphic and Diffusion Processes." Journal of Sport Management 18, no. 1 (January 2004): 13–39. http://dx.doi.org/10.1123/jsm.18.1.13.
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The organizational field that constitutes English rugby union has undergone substantial change since 1995. This paper builds on earlier work by O’Brien and Slack (2003a) that established that a shift from an amateur to a professional dominant logic in English rugby union took place between 1995 and 2000. Utilizing ideas about institutional logics, isomorphism, and diffusion, the current paper explores how this shift in logics actually evolved. Data from 43 interviews with key individuals in English rugby union form the main data source for the study. The results show that isomorphic change in accord with a new professional logic diffused throughout the field by way of three distinct diffusion patterns: status driven, bandwagon, and eventually, the social learning of adaptive responses. An initial period of high uncertainty, intense competitive pressures, and sustained financial crises resulted in unrestrained mimesis in the first two seasons of the professional era. However, this gave way in the third season to increased interorganizational linkages, coalition building, and political activity that promoted normative and coercive pressures for a consolidation of the game’s infrastructure and future development.
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Kish, Laszlo B. "Comments on “Sub-kBT Micro-Electromechanical Irreversible Logic Gate”." Fluctuation and Noise Letters 15, no. 04 (September 29, 2016): 1620001. http://dx.doi.org/10.1142/s0219477516200017.
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In a recent paper, [M. López-Suárez, I. Neri and L. Gammaitoni, Sub-[Formula: see text] micro-electromechanical irreversible logic gate, Nat. Commun. 7 (2016) 12068] the authors claimed that they demonstrated sub-[Formula: see text] energy dissipation at elementary logic operations. However, the argumentation is invalid because it neglects the dominant source of energy dissipation, namely, the charging energy of the capacitance of the input electrode, which totally dissipates during the full (0-1-0) cycle of logic values. The neglected dissipation phenomenon is identical with the mechanism that leads to the lower physical limit of dissipation (70–100 [Formula: see text] in today’s microprocessors (CMOS logic) and in any other system with thermally activated errors thus the same limit holds for the new scheme, too.
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Flint, Daniel John, Robert F. Lusch, and Stephen L. Vargo. "The supply chain management of shopper marketing as viewed through a service ecosystem lens." International Journal of Physical Distribution & Logistics Management 44, no. 1/2 (March 3, 2014): 23–38. http://dx.doi.org/10.1108/ijpdlm-12-2012-0350.
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Purpose – The purpose of this paper is to examine shopper marketing through service-dominant logic and service ecosystem lenses. In doing so, the authors reveal challenges and opportunities for supply chain management. Design/methodology/approach – The work is conceptual, drawing on contemporary service-dominant logic thinking. Findings – Examination of shopper marketing reveals that it is currently stuck in goods-dominant logic and micro-level ways of thinking. By taking a macro service ecosystem view, all actors, including shoppers, are seen as resource integrators seeking resource density. The macro view highlights a significant amount of goods and information flow and variance now being added throughout shopper marketing systems. Research limitations/implications – A guiding framework with appropriate terms defined offers new research directions and new ways practitioners can approach challenges in the industry. Research programs are suggested in the areas of facilitating resource density, examining the extent of ecosystems, measurement, mapping of resources, and creating shopper marketing innovations. Practical implications – This study provides an alternative way of looking at problems that arise in supply chain management planning and execution of shopper marketing initiatives. Originality/value – Few scholastic articles address shopper marketing even within marketing and essentially none do so in supply chain management despite it having significantly disrupted supply chains since 2004. This article offers an overview of shopper marketing and helps supply chain managers identify quickly how they can add value and supply chain management researchers begin to address the challenges.
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Schulz, Thomas, Markus Böhm, Heiko Gewald, Zehra Celik, and Helmut Krcmar. "The Negative Effects of Institutional Logic Multiplicity on Service Platforms in Intermodal Mobility Ecosystems." Business & Information Systems Engineering 62, no. 5 (May 25, 2020): 417–33. http://dx.doi.org/10.1007/s12599-020-00654-z.
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Abstract Digitalization is changing the mobility sector. Companies have developed entirely new mobility services, and mobility services with pre-digital roots, such as ride-sharing and public transport, have leveraged digitalization to become more convenient to use. Nevertheless, private car use remains the dominant mode of transport in most developed countries, leading to problems such as delays due to traffic congestion, insufficient parking spaces, as well as noise and air pollution. Emerging intermodal mobility ecosystems take advantage of digital advances in mobility services by providing individual, dynamic and context-aware combinations of different mobility services to simplify door-to-door mobility and contribute to the reduction of private car use. However, the service platforms are limited in terms of functional range, for example they may lack integrated ticketing and rely on static data, which makes intermodal mobility inconvenient. This article adopts the service-dominant logic perspective to analyze service ecosystems for intermodal mobility and their service provision. Drawing on traditional institutional literature, the authors question the assumption that service logic is dominant for all actors of a service ecosystem. By applying activity theory, the article illustrates how an institutional logic multiplicity among actors can negatively affect the functional range of service platforms. The results of a qualitative study in Germany show that, in particular, the state logic of some actors, which is characterized by the obligation to provide mobility, impairs the quality of service platforms in supporting citizens in intermodal mobility.
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Brännback, Malin, and Patricia Wiklund. "A new dominant logic and its implications for knowledge management: a study of the Finnish food industry." Knowledge and Process Management 8, no. 4 (October 2001): 197–206. http://dx.doi.org/10.1002/kpm.123.
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Gregori, Wdowiak, Schwarz, and Holzmann. "Exploring Value Creation in Sustainable Entrepreneurship: Insights from the Institutional Logics Perspective and the Business Model Lens." Sustainability 11, no. 9 (April 29, 2019): 2505. http://dx.doi.org/10.3390/su11092505.
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Sustainable entrepreneurs intend to create environmental and social value while they build their financially viable business. With this in mind, they are embedded in multiple institutionalized value systems (i.e., institutional logics) that provide them with different, often contradictory values, beliefs, and guiding principles. Adhering to these value systems and integrating multiple forms of value into a coherent business model is a key task for sustainable entrepreneurs, yet current efforts lack insight into how this can be achieved. To address this, the article utilizes the institutional logic perspective in conjunction with the componential approach to business models. By analyzing a longitudinal in-depth case study, this article develops a novel theoretical model linking shifts in the entrepreneur’s perception of institutional logic to business model alterations, and emphasizes the underlying mechanisms and behavior of the sustainable entrepreneur. Sustainable entrepreneurs integrate and blend institutional logic through multiple business model transitions, which are characterized by a personal reorientation of the entrepreneur and new practices to implement change. Furthermore, our findings show that the entrepreneur’s habitus, the pre-change business model, and the change-specific dominant logic are integral and previously overlooked concepts that contextualize their business model transition. The findings and discussion advance the theoretical and practical understanding of the processes through which sustainable entrepreneurs integrate multiple forms of value into their business models. With that, the article contributes to research on sustainable entrepreneurship, institutional logic and business models.
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Maas, Steffen, Evi Hartmann, and Stefan Herb. "Supply chain services from a service-dominant perspective: a content analysis." International Journal of Physical Distribution & Logistics Management 44, no. 1/2 (March 3, 2014): 58–79. http://dx.doi.org/10.1108/ijpdlm-11-2012-0332.
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Purpose – This paper aims to apply service-dominant logic thinking to the field of supply chain management (SCM) in order to classify, structure, and analyze different types of supply chain services (SCS) collected from interdisciplinary literature. The authors investigate how value is co-created between supply chain actors and develop research propositions regarding the influence of service type on value co-creation. Design/methodology/approach – Content analysis is employed to research SCS across 218 articles from 28 journals of logistics and SCM, service, finance and accounting, and information systems research. Findings – The occurrence of SCS within the literature is rising, and most SCS mentioned have a relieving as opposed to an enabling function. Also, SCS related to material and information flows dominate the field, whereas finances-flow-related services receive less attention. Finally, the paper provides evidence that different types of SCS require different management approaches. Research limitations/implications – Analyzing the literature and integrating different streams of research are only a first step towards building new theory. To test the developed propositions, further empirical research is encouraged. Practical implications – The paper offers implications for the management of different types of SCS from both the service provider ' s and service customer ' s perspective. Originality/value – The paper provides an interdisciplinary overview of the value proposed by different types of SCS. Furthermore, six service-dominant logic-based research propositions regarding the impact of service type on value co-creation are developed.
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Fehrer, Julia A., Herbert Woratschek, and Roderick J. Brodie. "A systemic logic for platform business models." Journal of Service Management 29, no. 4 (July 2, 2018): 546–68. http://dx.doi.org/10.1108/josm-02-2017-0036.
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PurposeThe purpose of this paper is to introduce a new business model logic, highlighting value processes in and properties of platform business models to inform business model thinking from a systemic and dynamic perspective. It challenges the idea of firms managing, influencing and controlling entire activity systems.Design/methodology/approachThe study traces the evolution of different approaches to business models and assesses theories that explain value cocreation and systemic value capture to develop a new business model logic.FindingsBusiness model thinking has evolved away from Porter’s value chain to a new logic based on open networks and platforms. This study develops a framework for understanding platform business models from a systemic perspective. Derived from service-dominant logic, this new business model logic responds to phenomena in contemporary business environments characterized by increasing connectivity and sociality among actors.Research limitations/implicationsThe framework, developed from an extensive body of business model literature, has yet to be subjected to empirical investigation. Future research may involve the exploration of business model design processes and business model innovation from a systemic perspective.Practical implicationsManagers who aim to design their business models based on the logic of platform businesses require an understanding of their organization’s collaboration potential, technological interfaces and potential to leverage network relationships. This research guides start-ups and incumbents to evaluate their platform potential.Originality/valueThis study systematically emancipates the business model logic from a firm-centered, inside-out perspective, focuses on network relationships beyond the customer–firm dyad, explains value processes beyond organizational borders and rethinks value capture from a systemic perspective.
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Moschera, Luigi, Stefano Consiglio, Alessia Berni, and Mariavittoria Cicellin. "Logiche istituzionali e allomorfismo in un campo organizzativo: le Agenzie per il Lavoro in Italia." STUDI ORGANIZZATIVI, no. 2 (May 2012): 13–43. http://dx.doi.org/10.3280/so2011-002002.
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This paper analyses the interaction among organizations and societal-level logics, in order to understand how and why organizations adopt different or similar forms and practices. Institutional logics are taken for granted practices and beliefs concerning the institutions of modern societies. Organizational forms, behaviours and managerial practices are manifestations of institutional logics. Through the study of the rise and evolution of the Temporary Work Agencies (TWAs) field, we aim to study the mutual interaction among field actors and institutional logics. Many studies focused on the influence of a dominant logic on practices and organizations of a field. This paper contributes to better comprehend how multiple institutional logics coexist in an organizational field. In particular we discuss the impact of multiple competing logics on the almost "young" TWAs' field. Our work brought out a new element: as a matter of fact the empirical research shows that institutional logics are not always consistent with related institutional pressures and with their effects on the organizational field and on organizational forms and managerial practices of the field's organizations.
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Järvenpää, Marko, and Aapo Länsiluoto. "Collective identity, institutional logic and environmental management accounting change." Journal of Accounting & Organizational Change 12, no. 2 (June 6, 2016): 152–76. http://dx.doi.org/10.1108/jaoc-11-2013-0094.
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Purpose The purpose of this paper is to examine how collective identity and institutional logic affect the design and use of an environmental performance measurement system. Design/methodology/approach The authors use a qualitative case study with abductive theorizing and empirical data obtained through semi-structured interviews, observation and document analysis. Findings The new environmental measures were reshaped by aligning them with the existing and dominant collective identity in the case organization – in other words, cost savings and profitability. Moreover, the institutional logic forced the environmental measures to remain as non-strategic and non-bonus criteria in favour of traditional financial measures. Originality/value Thornton and Ocasio’s (2008) institutional logic is applied and its potential for analyzing change in environmental accounting is shown. The paper illustrates how collective identity and institutional logic are important mechanisms reshaping environmental performance measurement design and use, when the existing collective identity is reproduced.
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Ponzio, Augusto. "Rhetoric and Ideology in Communication Today." International Journal of Semiotics and Visual Rhetoric 2, no. 1 (January 2018): 107–19. http://dx.doi.org/10.4018/ijsvr.2018010107.
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This article describes how the concept of communication is reconsidered under two aspects, theoretical and historical-social relatively to today's world. The first: communication cannot be reduced to a process of exteriorisation according to a limited view of communication. This contrasts with global semiotics (Sebeok) and the fact that being, life is communication. The second: with respect to economic reality, the industrial revolution of automation, globalisation of communication, universalisation of the market, communication in the production, exchange, consumption cycle is present in all three phases and not only in exchange. The dominant communication-production system tends to present itself through massmedial communication, and through the rhetoric of its ideo-logic as the only system possible, to maintain and reproduce at all costs, despite its openly destructive character. Semiotics must cultivate a global vision, which as semioethics and in a “semio-dialogic” perspective will interrogate dominant ideo-logic and propose new forms of living together.
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Aspara, Jaakko, and Kristina Wittkowski. "Sharing-Dominant Logic? Quantifying the Association between Consumer Intelligence and Choice of Social Access Modes." Journal of Consumer Research 46, no. 2 (December 22, 2018): 201–22. http://dx.doi.org/10.1093/jcr/ucy074.
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Abstract With sharing economy and access-based consumption, consumers increasingly access goods through social access modes other than private ownership—such as co-ownership, leasing, or borrowing. Prior research focuses on consumers’ attitudinal motivations and consumption-cultural use experiences pertaining to such social exchange–based access modes. In so doing, prior research has overlooked the influence that consumers’ fundamental, even biologically shaped, cognitive traits may have on their choice of access modes. To fill this research gap, this study analyzes a data set of more than 30,000 new car registrations by male consumers in Finland, including cognitive test data from the Finnish Defense Forces and covariates from other governmental sources. The field data suggests that consumers’ intelligence scores and their choice to co-own and lease their cars are positively associated. Econometric evidence further suggests that the association between intelligence and choice of social exchange–based access modes can be explained by intelligent consumers’ higher social trust in people and institutions, as well as two circumstantial mechanisms: their financial standing and tendency to seek savings. The findings from the field data are supported by an additional survey study (n = 460). Implications for the evolution of markets and consumption, as well as human intelligence and cooperation, are discussed.
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Botti, Antonio, and Antonella Monda. "Sustainable Value Co-Creation and Digital Health: The Case of Trentino eHealth Ecosystem." Sustainability 12, no. 13 (June 29, 2020): 5263. http://dx.doi.org/10.3390/su12135263.
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This paper aims to develop a theoretical framework based on recent service theories, such as service-dominant logic and service science, and on the concept of service ecosystems. The identification of the main elements of service ecosystems allows for pinpointing the main drivers for sustainable value co-creation, which is intended as the creation in the long run of new service solutions set up with and for end-users to guarantee a better service for the whole society. Given the high interactivity required in the relationship between players involved in digital health services, we decided to apply the developed framework to eHealth, to re-read the eHealth sector as a service ecosystem. The model is tested through a case study represented by digital healthcare in the Autonomous Province of Trento, which represents a best practice in this sector. The results confirm the presence of the main elements of the service ecosystem (actors, resource integration, technology, institutions) in the eHealth sector and show how their integration favours the creation of new resources, new uses of technology and new institutions that produce innovation and sustainable value co-creation. The originality of the work lies in the reconceptualization of the digital health sector from a new perspective based on the assumptions of service-dominant logic, that allow us to analyze the eHealth ecosystem in a holistic and system view.
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Díaz-Méndez, Montserrat, Mario R. Paredes, and Michael Saren. "Improving Society by Improving Education through Service-Dominant Logic: Reframing the Role of Students in Higher Education." Sustainability 11, no. 19 (September 26, 2019): 5292. http://dx.doi.org/10.3390/su11195292.
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The role of higher education (HE) in the development of societies is an unquestionable fact, and its management has traditionally been a major concern of governments. Lately, there has been worldwide debate on whether universities should adopt traditional management practices as applied in any business sector. This paper questions the adoption of these practices, because they tend to simplify the complexity of this service, and argues that service-dominant logic (SDL) is a more appropriate approach to manage HE institutions. It envisions HE as a complex system where many actors interact to co-create value and focuses on the student–teacher dyad. Through a critical literature review, this paper states that the increasing established analogy of the ‘student–customer’ and ‘teacher–provider’, adopted to simplify the complexity of the HE service and thus allow the implementation of traditional management practices, jeopardizes the sustainability of social development due to its effects on the long-term quality of professionals’ training. Then, under the frame of SDL, we define students as co-creators of value (rather than customers) and teachers as value proposers, providing new insights to the debate and critical new recommendations for policymakers and universities to manage this critical relationship.
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Darkow, Inga-Lena, Bernadette Foerster, and Heiko A. von der Gracht. "Sustainability in food service supply chains: future expectations from European industry experts toward the environmental perspective." Supply Chain Management: An International Journal 20, no. 2 (March 9, 2015): 163–78. http://dx.doi.org/10.1108/scm-03-2014-0087.
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Purpose – This study aims to examine the management of food supply chains in complex and volatile business environments, where the sustainability requirements of customers and legislation are increasing. This challenging situation gives rise to the question as to how a logistics company can achieve and sustain competitive advantage through environmentally-oriented sustainability. Design/methodology/approach – This empirical study gathers insights on emerging practices in European food service supply chains from two parallel Delphi surveys conducted with 145 industry experts from 27 countries. The long-term industry expectations of a leading provider in food service logistics are compared with an industry-wide external panel. The questions were designed to understand how managers perceive the emerging domain of sustainability in supply chains. Findings – Environmentally oriented sustainability will remain a key driver of success in the field. However, after applying the dominant logic concept for analyzing results, it becomes apparent that managers have to continuously challenge internal existing expectations to translate an emerging domain into strategy. We show how the senior management team under investigation was challenged in its dominant logic and how it tried to overcome this situation during strategy development. Originality/value – The study shows how managers perceive and cope with the emerging domain of environmentally oriented sustainability, how they translate it into strategy, and utilize resources for creating customer value. The research supports managers in adapting to new competitive environments. Furthermore, the study contributes by visualizing the dominant logic of a firm and the approach of top management for adjustment.