11074_9789813273375_tp.indd 8/2/19 4:22 PM b2530   International Strategic Relations and China’s National Security: World at the Crossroads This page intentionally left blank b2530_FM.indd 01-Sep-16 11:03:06 AM 11074_9789813273375_tp.indd 8/2/19 4:22 PM Published by World Scientific Publishing Co Pte Ltd Toh Tuck Link, Singapore 596224 USA office: 27 Warren Street, Suite 401-402, Hackensack, NJ 07601 UK office: 57 Shelton Street, Covent Garden, London WC2H 9HE Library of Congress Cataloging-in-Publication Data Names: Kristensson, Per, editor | Magnusson, Peter R., editor | Witell, Lars, editor Title: Service innovation for sustainable business : stimulating, realizing and capturing the value from service innovation / edited by Per Kristensson (Karlstad University, Sweden), Peter Magnusson (Karlstad University, Sweden) and Lars Witell (Karlstad University, Sweden) Description: New Jersey : World Scientific, [2019] Identifiers: LCCN 2018043522 | ISBN 9789813273375 (hc : alk paper) Subjects: LCSH: Customer services | New products | Service industries Classification: LCC HF5415.5 S465 2019 | DDC 658.8/12 dc23 LC record available at https://lccn.loc.gov/2018043522 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Copyright © 2019 by World Scientific Publishing Co Pte Ltd All rights reserved This book, or parts thereof, may not be reproduced in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system now known or to be invented, without written permission from the publisher For photocopying of material in this volume, please pay a copying fee through the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA In this case permission to photocopy is not required from the publisher For any available supplementary material, please visit https://www.worldscientific.com/worldscibooks/10.1142/11074#t=suppl Desk Editors: Dr Sree Meenakshi Sajani/Alisha Nguyen/Karimah Samsudin Typeset by Stallion Press Email: enquiries@stallionpress.com Printed in Singapore Sajani - 11074 - Service Innovation for Sustainable Business.indd 23-11-18 9:36:15 AM 9”x6” b3384   Service Innovation for Sustainable Business Foreword Innovation continues to be high on the agenda of policy makers and business executives, and in times when industry boarders are blending in the context of IoT and Digitalization, the concept of service innovation becomes the intersection point where technology meets new business opportunities and becomes an enabler for value creation The concept of service innovation has taken different forms throughout the years, especially in the corporate setting of technology intensive firms In 2011, as a new Ericsson employee, I had my first interaction with the researchers at CTF Back then we together struggled to introduce concepts like value co-creation and service-dominant logic In 2018, ­service innovation is still of outmost importance for our firms success, however, now it is a natural part of our daily conversations, whether it is in our work to address customer pain points, form new types of ­eco-systems or transform business models, yet execution is hard It is of great importance that we continue to research and explore how to stimulate, realize and capture value in today’s transformative world to excel in what we Being a business executive or a scholar, this is the book to read to understand what hidden potential lays in service innovation and how the new business logic can be applied to reap the benefits Sofi W Elfving Research Leader, Ericsson May 2018 v b3384_FM.indd 26-02-2019 17:06:44 b2530   International Strategic Relations and China’s National Security: World at the Crossroads This page intentionally left blank b2530_FM.indd 01-Sep-16 11:03:06 AM 9”x6” b3384   Service Innovation for Sustainable Business About the Editors Dr Per Kristensson is Professor at the Service Research Center (CTF) at Karlstad University, Sweden Per earned his PhD at Gothenburg University and his research concerns consumer psychology, innovation and typically focuses on how users experience value creation when interacting with organizations He has received several nominations and rewards for his research and has published in leading refereed journals and peer-reviewed conference proceedings, including Journal of Product Innovation Management, Journal of Service Research, Journal of Business Research, and Technovation Per is also a visiting professor at NHH — Norwegian School of Economics and CSI — Center for Service Innovation and has previously been a visiting professor at ASU, WP Carey School of Business and CSL — Center for Service Leadership and at Mälardalen University Per can be reached at Per.Kristensson@kau.se Dr Peter R Magnusson is Professor in business administration at the Service Research Center (CTF) attached to Karlstad University, Sweden He holds an MSc in electrical engineering from Chalmers University, an MBA in executive business administration from the University of Uppsala, and a PhD from the Stockholm School of Economics He has 20 years experience in research and development (R&D) in the computing and telecommunications industries His research focuses on new product and service innovation, idea management, user innovation, and servitization He has received several nominations and rewards for his research, and has vii b3384_FM.indd 26-02-2019 17:06:44 b3384   Service Innovation for Sustainable Business 9”x6” viii  About the Editors published in leading refereed journals and peer-reviewed conference ­proceedings, including Journal of Product Innovation Management, Journal of Service Research, Journal of the Academy of Marketing Science, and Creativity and Innovation Management Dr Lars Witell is Professor at the Service Research Center (CTF) at Karlstad University, Sweden He also holds a position as Professor in business administration at Linköping University, Sweden He conducts research on service innovation, customer co-creation, and service infusion in manufacturing firms He has received several nominations and rewards for his research and has published in scholarly journals such as Journal of Service Research, Industrial Marketing Management, and Journal of Business Research; as well as in the popular press, such as The Wall Street Journal Lars has also been a visiting professor at UQ Business School, Chalmers University of Technology and Queen Mary University of London, as well as a visiting scholar at University of Michigan and Stanford University b3384_FM.indd 26-02-2019 17:06:44 9”x6” b3384   Service Innovation for Sustainable Business About the Authors Maria Åkesson holds a PhD at Service Research Center in Karlstad University, Sweden Helen Beckman is a Senior Customer Coordinator of Arla Foods in Jönköping Linda Bergkvist holds a PhD in information systems and researcher at the Service Research Center (CTF), Karlstad University, Sweden Linda earned her PhD at Karlstad University in 2014 Her research focuses on service innovation, user experiences, and digitalization with a particular interest in digital transformation Linda also has many years of experience from research in the field of contract-based business relationships, with a particular focus on outsourcing of system development, IT operations and IT management Her research is conducted in cooperation with both the private and public sector Linda Bergkvist can be contacted at linda.bergkvist@kau.se Sebastian Dehling is a PhD Candidate at Service Research Center in Karlstad University, Sweden Bo Edvardsson is Professor and Founder, Service Research Center and Vice Rector, Karlstad University, Sweden In 2008, he received the RESER Award ‘‘Commendation for lifetime achievement to scholarship’’ ix b3384_FM.indd 26-02-2019 17:06:44 b3384   Service Innovation for Sustainable Business 9”x6” 300  Service Innovation for Sustainable Business improve the production-process quality further, value is created by the customer purchasing assurance from the supplier Value-in-use is deteriorating because the supplier has not been able to introduce new means of value creation for the customer Instead, the customer starts to summarize and focus on all the negative episodes of the business relationship and, as a result, decreases the size of the service offering What does this mean for managers? First, the results of this study reveal that the effect of specific value drivers, or constellations of value drivers, can change over time in long-term business relationships The more successful the supplier has been at improving the product’s efficiency and effectiveness within the production process of the customer, the greater the extent to which realized customer value from the offered services will diminish over time As the value-in-use decreases, so does the willingness of the customer to pay as much as it did previously Therefore, the supplier must revitalize the relationship by continuously developing and adapting its service offerings based on what creates or contributes to value-in-use for the customer Second, the research shows that suppliers believe that activities within the service agreement create value The customers, on the other hand, consider other activities outside the service agreement to be central to value creation Over time, suppliers should try to identify these activities and include them in the service agreement This helps the supplier to visualize the value co-created in the business relationship, and when these activities are put in the service agreement, it becomes possible to charge for them Customers assess value based on value-in-use over time If this is not understood properly, a supplier could end up in a situation in which, although they improve their service delivery in accordance with the service agreement, the customer experiences less value The supplier could be performing activities for the customer for which they not charge, but which the customer perceives as valuable These activities could eventually be developed into services for inclusion in future service agreements From the supplier’s perspective, it is not only a question of value creation, but also a question of how to capture value over time b3384_Ch-14.indd 300 26-02-2019 17:07:18 9”x6” b3384   Service Innovation for Sustainable Business Value Creation in Service-Based States of Business Relationships 301 Appendix: An Overview of the Conceptualization of Value Drivers Domain or category Value driver Definition Product Product quality Product quality signifies the value created in connection with a product’s use; that is, the use of the supplier’s equipment Product Process quality Process quality signifies the value created by improving the process This could occur when the supplier rebuilds or improves the equipment, but the value is perceived as being the result of the improvement, not the improvement itself Service Performance Performance includes the overall performance of the service offering that the customer has ordered and bought and that is provided by the supplier and used by the customer Service Flexibility Flexibility signifies the way in which the supplier responds to the customer’s requests and the ability to adjust its products and services to meet unforeseen customer needs (business and production needs) It is also the ability to handle change and to stand by and support the customer’s value creation Service Responsiveness Responsiveness refers to the supplier’s provision of timely answers and solutions to specific customer problems It is about listening to and understanding the customer’s problems Responsiveness also includes the customer’s relationship with the supplier and how easy it is to get in contact with the supplier Service Technical competence Technical competence includes the supplier’s creativity and specialized expertise to solve problems and support the customer’s value creation It is also signified by the ability to demonstrate comprehensive process knowledge and the way in which the supplier uses new technology to generate customer-tailored solutions (Continued ) b3384_Ch-14.indd 301 26-02-2019 17:07:18 b3384   Service Innovation for Sustainable Business 9”x6” 302  Service Innovation for Sustainable Business (Continued ) Domain or category Value driver Definition Relation Image Image signifies the reputation and the credibility of the supplier in the eyes of the customer Relation Trust Trust signifies the customer’s confidence in the supplier to stand by its side, support it by telling the truth, provide accurate information, and fulfill promises It also includes the sincerity of the supplier to “be a partner” in developing the customer’s production and business Relation Readiness to help Readiness to help includes the ability and willingness of the supplier to help the customer when unplanned incidents occur in the customer’s production and/or business These critical incidents demand timely assistance and dedication from the supplier Relation Knowledge sharing Knowledge sharing includes mutual learning and the information shared between the supplier and the customer as a result of value co-creation and their relationship Sacrifice Price Price includes the prices of the products and services, the impact that competition has on the prices paid, and the justification of the supplier for the prices it charges It also includes most of the prices the customer pays in relation to the supplier’s profitability and the fairness of most prices paid Sacrifice Time/Effort/ Energy Time, effort, and energy include the number of meetings between the customer and the supplier, the degree of bargaining with the supplier’s staff required to reach an agreement, and the time and effort spent training a number of employees This value driver also includes the time and effort that a customer spends developing a working business relationship with the supplier, and the energy it invests in the supplier (Continued ) b3384_Ch-14.indd 302 26-02-2019 17:07:18 9”x6” b3384   Service Innovation for Sustainable Business Value Creation in Service-Based States of Business Relationships 303 (Continued ) Domain or category Sacrifice Value driver Conflict Definition Conflict is signified by the frequency of disagreements between the customer and the supplier regarding business issues, controversial arguments between the parties, and disagreements about how the customer best can achieve its respective goals References Batonda, G and Perry, C (2003) Approaches to relationship development processes in inter-firm networks European Journal of Marketing, 37(10), 1457–1484 Bendapudi, N and Berry, L L (1997) Customer’s motivations for maintaining relationships with service providers Journal of Retailing, 73(1), 15–37 Cova, B and Salle, R (2008) Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors Industrial Marketing Management, 37(3), 270–277 Dwyer, F R., Schurr, P H., and Oh, S (1987) Developing buyer-seller relationships Journal of Marketing, 51, 11–27 Edvardsson, B., Holmlund, M., and Strandvik, T (2008) Initiation of business relationships in service-dominant settings Industrial Marketing Management, 37(3), 339–350 Eggert, A., Ulaga, W., and Schultz, F (2006) Value creation in the relationship life cycle: A quasi-longitudinal analysis Industrial Marketing Management, 35(1), 20–27 Eisenhardt, K M (1989) Building theories from case study research Academy of Management Review, 14(4), 532–550 Fang, E., Palmatier, R W., and Steenkamp, J.-B E M (2008) Effect of service transition strategies on firm value Journal of Marketing, 72(5), 1–14 Flanagan, J C (1954) The critical incident technique Psychology Bulletin, 51(4), 327–358 Gebauer, H (2007) An investigation of antecedents for the development of customer support services in manufacturing companies Journal of Business-toBusiness Marketing, 14(3), 59–96 b3384_Ch-14.indd 303 26-02-2019 17:07:18 b3384   Service Innovation for Sustainable Business 9”x6” 304  Service Innovation for Sustainable Business Gebauer, H., Gustafsson, A., and Witell, L (2011) Competitive advantage through service differentiation by manufacturing companies Journal of Business Research, 64(12), 1270–1280 Grönroos, C (2008) Service logic revisited: Who creates value? And who ­co-creates? European Business Review, 20(4), 298–314 Holmlund, M (2004) Analyzing business relationships and distinguishing different interaction levels Industrial Marketing Management, 33(4), ­ 279–287 Johnson, M D and Selnes, F (2005) Diversifying your customer portfolio Sloan Management Review, 46(3), 11–14 Lapierre, J (1997) What does value mean on business-to-business professional services? International Journal of Service Industry Management, 8(5), 377–397 Lapierre, J (2000) Customer-perceived value in industrial contexts Journal of Business & Industrial Marketing, 15(2/3), 122–140 Lindgreen, A and Wynstra, F (2005) Value in business markets What we know? Where are we going? Industrial Marketing Management, 34(7), 732–748 Mathieu, V (2001) Service strategies within the manufacturing sector: Benefits, costs and partnership International Journal of Service Industry Management, 12(5), 451–475 Matthyssens, P., Vandenbempt, K., and Weyns, S (2009) Transitioning and co-evolving to upgrade value offerings: A competence-based marketing ­ view Industrial Marketing Management, 38(5), 504–512 Nilsson-Witell, L and Fundin, A (2005) Dynamics of service attributes: A test of Kano’s theory of attractive quality International Journal of Service Industry Management, 16(2), 152–168 Oliva, R and Kallenberg, R (2003) Managing the transition from products to services International Journal of Service Industry Management, 14(2), 160–172 Ramirez, R (1999) Value co-production: Intellectual origins and implications for practice and research Strategic Management Journal, 20(1), 49–65 Rosson, P J and Ford, I D (1982) Manufacturer-overseas distributor relations and export performance Journal of International Business Studies, 13(2), 57–72 Ulaga, W (2003) Capturing value creation in business relationships: A customer perspective Industrial Marketing Management, 32, 667–693 b3384_Ch-14.indd 304 26-02-2019 17:07:18 9”x6” b3384   Service Innovation for Sustainable Business Value Creation in Service-Based States of Business Relationships 305 Ulaga, W and Eggert, A (2006) Value-based differentiation on business ­relationships: Gaining and sustaining supplier status Journal of Marketing, 70(1), 119–136 Vargo, S and Lusch, R (2004) Evolving to a new dominant logic of marketing Journal of Marketing, 68(1), 1–17 Vargo, S L and Lusch, R F (2008) From goods to service(s): Divergences and convergences of logics Industrial Marketing Management, 37(3), 254–259 Vernon, R (1966) International investment and international trade in the product cycle Quarterly Journal of Economics, 80, 190–207 Walter, A., Muller, T A., Helfert, G., and Ritter, T (2003) Functions of industrial supplier relationships and their impact on relationship quality Industrial Marketing Management, 32(2), 159–169 Walter, A., Ritter, T., and Gemüden, H G (2001) Value creation in buyer-seller relationships Industrial Marketing Management, 30(4), 365–377 Wilson, D T (1995) An integrated model of buyer-seller relationships Journal of the Academy of Marketing Science, 23(4), 335–345 Witell, L and Löfgren, M (2013) From service for free to service for fee: Business model innovation in manufacturing firms Journal of Service Management, 24(5), 520–533 Woodruff, R B (1997) Customer value: The next source for competitive advantage Journal of the Academy of Marketing Science, 25, 139–153 Woodruff, R B and Flint, D J (2006) Marketing’s service-dominant logic and customer value, in The Service-dominant Logic of Marketing: Dialog, Debate, and Directions, R F Lusch and S L Vargo, (eds.), Chapter 14 Armonk, NY: M.E Sharpe Zerbini, F., Golfetto, F., and Gibbert, M (2007) Marketing of competence: Exploring the resource-based content of value-for-customers through a case study analysis Industrial Marketing Management, 36(6), 784–798 b3384_Ch-14.indd 305 26-02-2019 17:07:18 b2530   International Strategic Relations and China’s National Security: World at the Crossroads This page intentionally left blank b2530_FM.indd 01-Sep-16 11:03:06 AM 9”x6” b3384   Service Innovation for Sustainable Business Index A actors, 52–54, 56, 60, 68 actor constellations, 137 actor roles, 137, 141 adoption, 244 after-sales service, 257 AGA, 175 agency, 56–57, 67–69, 101 aggregation, 102 agile teams, 123 Amazon, 168 ambiguity, 40 archetype, 147, 152 archetypes for open service innovation, 136, 139 assigned role, 137 assortment of knowledge and competencies, 121 assumed agency, 137 authority, 238, 240, 245, 248 axiomatic design, 34 benefits, 283, 285, 290–291, 299 bottom–up, 57, 69 bottom–up development, 230 bottom–up driven service innovation, 235 Bridgers, 144 bureaucracy, 58 bureaucratic management tools, 59 business advisory services, 257 business model, 158 C capture customer needs, 23 case study, 289 Consolidated Framework for Implementation Research (see also CFIR), 232–233, 248 change fatigue, 243 change in practice, 108 change management, 247 change processes, 245 change projects, 176 citizens, 53 citizenship, 53 C–K theory, 34 B barriers for product-to-service transition, 258 307 b3384_Index.indd 307 26-02-2019 17:09:18 b3384   Service Innovation for Sustainable Business 9”x6” 308  Index click system, 88 close relation with the customer, 125 co-create value, 43 co-creation, 68 cognitive biases, 42 collaboration, 107 collaboration within multidisciplinary teams, 124 commercialization, 158 commitment, 241, 243, 248 communication flows, 127 communication with the customer, 128 competence, 96 competitive advantage, 23, 51 completeness, 38, 43 comprehension, 38 compromisers, 144 conceptualization of service, 265 conceptualization of service innovation, 98 conditions, 227, 233, 235–236, 244, 248 configurations of service teams, 118, 120 constellations of actors, 136 Constitutional Monarch, 156 constraints, 34 consumerization, 53 consumers, 53 consumer satisfaction, 123 context, 39, 246 contextual, 43 contextualization, 36 contextual success, 55 coproducers, 64 coproduction, 60 create value, 157–158 b3384_Index.indd 308 creativity, 126 critical factors for service transition, 267 cross-case synthesis, 146 cross-functional team, 121, 140 cross-functional work, 120 CSR, 204, 207, 209, 211, 216, 218–219 customer, 80, 119 customer actions, 20 customer co-creation, 124 customer-driven service development, 22 customer experience, 19, 90, 119, 124 customer feedback, 76, 79, 89 customer involvement, 23 customer journey, 23, 181–183, 191, 195–196 customer needs, 34, 123 customer needs and experience, 16 customer participation in service design, 123 customer perspective, 19, 125 customer satisfaction, 125 customer value creation, 123, 129 customer value creation process, 117–118 customers’ potential needs, 128 D decision, 42 decision power, 158 decision process, 181, 191 Democratic Design, 9, 77–78, 83 description, 43 design, 41 design of parameters, 34 desktop walkthrough, 24 26-02-2019 17:09:18 9”x6” b3384   Service Innovation for Sustainable Business Index 309 development stage, 18 DevOp-teams, 129 differentiate a service, 23 diffusion, 228–229 discourse, 57 disrupted mindset, 239 dissatisfaction, 32, 37 dissemination, 228–229 diverse, 118, 126–129 diversity and the fruitfulness of ideas, 121 driver of service innovation, 96–97 dynamic capabilities, 99, 103, 107 E effectiveness, 54, 59–60 efficiency, 54, 60, 69 efficiency improvements, 127 emergent, 102 emergent aggregation, 100 emergent resource integration, 110 employee actions, 20 enacted role, 137 environmental condition, 244 episodes of public management, 57 Ericsson, 174 evaluating ideas, 40 evaluation, 30, 41 experience, 42, 80 experience room, 23–24 experiences and expertise, 120 experimental design, 22 ex situ, 18 extra-organizational level, 55 F factual, 41 flexible mix of professionals, 122 b3384_Index.indd 309 flow of knowledge, 137, 144 framework, 244 framing, 41 Front End Innovation, 17 frontline employees, 11, 24, 227, 231–232, 242–243 functionalistic perspective, 141 functionalistic view, 142 functional requirements, 34 fuzzy front end, 230 G Gatekeeper, 142 gaze behavior, 193, 196 gaze patterns, 193, 197 generation, 30 good customer experience, 126 goods-dominant, 254 goods-to-service continuum, 257 governance, 237, 248 guiding logic, 51–52, 55–60 H healthcare, 226–228, 245 healthcare service, 228, 231 heteropathic resource integration, 102, 109 heuristic process, 191 heuristics, 194 homopathic resource integration, 102, 109 human agency, 56 human interaction, 16 I idea, 29–31, 37, 234–235, 237 idea creation stage, 17 idea generation, 9, 158, 244–245, 247 26-02-2019 17:09:18 b3384   Service Innovation for Sustainable Business 9”x6” 310  Index idea implementation, 233, 241, 245 idea management, 40 idea quality, 38 idea refinement, 42 idea screening, 42 IHIP, 1, 255 IKEA, 9, 78, 88 implement, 40 implementation, 226–227, 229–230 implementation concept, 228 implementation frameworks, 227, 232, 248 implementation process, 233, 245 implementation research, 244 implementation science, 228–229 implementation science literature, 228 improvement, 31 inbound flows, 138 incremental innovation, 245 incremental service innovation, 139, 152 in-depth interviews, 145 individual, 42 industrial services, 146 infinite regression problem, 101 information processing organisms, 122 information processing systems, 121, 127 inhibitor, 237 innovation, 29, 42 innovation challenges, 226 innovation groups, 234–235, 237, 247–248 innovation management, 58 innovation management practice (IMP), 67, 282 innovation management procedures, 67 b3384_Index.indd 310 innovation networks, 136, 141 innovation practices, 58 innovation praxis, 55–56, 59–60, 64, 67, 69 innovation process, 137, 158 innovative ideas, 126, 239, 244 innovator firm, 141 innovator roles, 158 in situ, 18–19, 168 institutional arrangements, 99 institutionalization, 52 institutionalized principles, 58 integration, 120, 144 integration of customer knowledge, 129 integration of the customer, 128 intentional business networks, 139 interaction between the service team and the customers, 128 interface between the customer and the organization, 125 interpreted, 35 intra-organizational level, 55 IPR intellectual property rights (see also IPR), 262 K Kahneman, 165, 176 knowledge, 33 knowledge-based transition, 270 knowledge provision, 137, 142, 145–146, 157 knowledge spillover and IPR, 268 L label, 164, 168, 171–173 launch stage, 18 learning, 107–108 legitimized recipe, 55, 57, 59 26-02-2019 17:09:18 9”x6” b3384   Service Innovation for Sustainable Business Index 311 Löfbergs, 205, 211–219 long-lasting open service innovation, 157 M maintenance and repair services, 257 management logics, 51 management procedures, 55–57, 60, 68–69 management support, 242, 248 management tools, 58–59 managers, 43, 241 managing, 30 manufacturing, 12 manufacturing company, 255 manufacturing culture, 263 manufacturing mindset, 267 manufacturing services, 256 market logic, 51 market-oriented tools, 59 Messenger, 144 method, 33, 43 micro-activity level, 55 microfoundation, 96–97, 100 micro-level, 56 micro-level practices, 54 motivation, 99, 101 multi-actor framework, 53 multidisciplinary teams, 122 multi-level concept, 68 multi-level model, 64 multiple case study, 145 multiple levels, 54 multi-stage model, 17 N narrative, 31 network, 52, 139, 144 networking practice, 60 b3384_Index.indd 311 new product development, 2, 42 new public governance (NPG), 57, 60, 68 new public management (NPM), 57, 59, 67 new service development, 117–118 new services, 158 new value constellations, 69 O open innovation, 136, 138 open service innovation, 140–141, 145–146, 148, 158 open service innovation network, 136, 141 open system, 136 operand, 283–285, 295 operant, 284–285, 297–298 optimized solution, 35 Orchestrator, 142 organizational boundaries, 126 organizational culture, 238–239, 246, 248 organizational structure, 238, 247–248 originality, 36 outbound flows, 138 P packaging design, 186–187, 189 patient involvement, 231, 247 perceptions, 35 phases of servitization, 266 physical evidence, 20 policymakers, 53 political process, 247 power, 245–246 practice-based research, 227 practice perspective, 51–53 practice(s), 50, 52, 54, 56 26-02-2019 17:09:18 b3384   Service Innovation for Sustainable Business 9”x6” 312  Index practice theory, 51 practitioners, 53 praxis, 55 pre-sales services, 257 primary care, 227, 233, 244, 246, 248 private firms, 53–54 problem, 32, 37, 39, 41 problem solving, 31, 193 procedural knowledge, 41 procedure, 38, 144 producible, 36 products, 29 product choice, 197 product-focused development, 16 product-centric to service centric, 258 product-to-service transition, 254, 276 project communication, 124 project team, 121 public administration, 59 public management, 54, 58, 60, 69 public management logic, 51, 54, 64, 67–69 public policy, 58 public sector, 50–51, 58, 227 public-sector innovation, 53 public-sector service providers, 53 public services, 53, 59 public service delivery, 60 public service innovation, 52, 54 public service management, 52 public service organizations, 54 public service providers, 54 public value, 60, 64, 69 Q quantity and diversity of information, 122 b3384_Index.indd 312 R radical changes, 158 radical ideas, 245 radical new service, 150 radical service innovation, 140 realization, 7–9, 228–229 reallocate resources, 53 reconfigure the resources, 35 recontextualizing, 42 recursiveness, 57 refinement, 30 regression, 288, 292–293, 295–299 reinterpret, 41 relation-oriented, 238 relationship between service teams and the customer, 124 relevance, 43 resistance, 242–243, 246, 248 resource integration, 10, 96 resource integration practices, 52, 109 resources, 35, 38, 40, 43 retail service experience, 189, 197 revitalization, 288, 292–293, 296–299 role concept, 141, 146, 158 role constellations, 140–141, 152 role theory, 146 routinized behavior, 54 S 3S model, 179–181 sacrifices, 283, 285, 290, 299 sale services, 257 satisficing, 34 satisfying a given problem, 33 scenario, 40 Schumpeterian view, 99 SDL, 283–284, 298 26-02-2019 17:09:18 9”x6” b3384   Service Innovation for Sustainable Business Index 313 SDL perspective, 96–97, 100–101 selection, 30 separate or integrate, 272 service-based states, 287, 292, 296, 299 service blueprint, 19, 21, 25 Service Confusionists, 263 service development, 8, 16, 23 service development process, 16–17 service development tools, 16 service-dominant logic, 1, 18, 256, 282 service-ecosystems, 77, 84 service environment, 24 service innovation, 10, 50–52, 59, 77, 81, 119, 138, 203–206, 208–209, 211, 215, 218–219, 255 service innovation activities, 52 service innovation as a practice, 52 service innovation implementation, 227, 229–231, 233, 235, 240, 244, 247–248 service innovation management, 52 service innovation practice, 51, 53–54, 64, 68 service innovation praxes, 68 service innovation praxis, 68–69 service innovation process, 229, 230–232, 234, 240, 243–244, 246–247 service-oriented, 254, 272 Service Pragmatists, 263–264, 267, 270 service process, 19, 21 service prototyping, 24 Service Research Center (see also CTF), 3–7 services, 29 service safari, 22 b3384_Index.indd 313 Service Salvationists, 263–264, 267, 270 servicescape, 180 services in manufacturing, 256 service solution, 148 service staging, 24 service supporting the supplier’s product, 265 service team, 117, 119, 125, 129 service transition, 282 servitization, 10, 164–166, 168–176, 257 servitization — knowledge dependency and value creation, 272 shopping list procedure, 194 Shostack, G Lynn, 1, 19 situation, 31–32, 37, 42 SKF, 172 social aspects, 53 social change processes, 230 social practices, 54–57, 67 social structures 51–53, 56–57, 57, 67–69 social system, 142 societal fields, 55 socio-material creativity, 36 solicited feedback, 80 solution, 33, 37, 39 solution providers, 254 specialization areas, 120 stage-gate model, 17 sticky information, 16 stimulation, 7–8 strategic alliances, 136 strategical nets, 139 structuration of innovation, 85 structure for innovation implementation, 238, 240, 248 26-02-2019 17:09:18 b3384   Service Innovation for Sustainable Business 9”x6” 314  Index subjective, 32 summative, 102 support processes, 20 sustainability, 204–206, 208–209, 211–212, 215–219 sustainability/CSR practice, 203 sustainability service innovation, 205, 219 sustainable, 11 symbolic interaction, 141–142 System I, 165–166, 173, 175–176 System II, 165–166, 175–176 system perspective, 246 T team boundary spanning, 122 technical uncertainty, 41 technological knowledge, 40 technology, 96 technology spillovers, 138 TeliaSonera, 167 testing stage, 18 top–down, 59 top–down driven service innovation, 235 top–down implementation, 230 traditional public administration (see also TPA), 57–59, 67 transaction-oriented, 238 transform, 69 transformation, 57, 67, 168–171, 175 transformational change, 205, 215 transiting toward services, 264 b3384_Index.indd 314 triggers for infusing services, 266 TRIZ, 34 U understanding the customer, 22 unsolicited feedback, 81 useful outcome, 31 user-driven development, 158 user involvement, 246 user perspective, 227 users, 227, 242 use value, 36 V value, 29, 204–205 value-based pricing, 266 value capture, 7–8, 11 value co-creation, 53 value co-creation processes, 69 value constellations, 52, 68 value creation, 10, 18–19, 54, 164, 173, 180, 195, 197, 227–228, 230, 233, 235, 244 value creation process, 119 value driver, 281, 285, 291, 297–299 value-in-use, 256 value nets, 139 values-driven, 203–205 Volvo, 168–170, 172–174 W within-case analysis, 146 work practices, 242 work-related uncertainty, 127 26-02-2019 17:09:19 ... Peter R., editor | Witell, Lars, editor Title: Service innovation for sustainable business : stimulating, realizing and capturing the value from service innovation / edited by Per Kristensson (Karlstad... - 11074 - Service Innovation for Sustainable Business. indd 23-11-18 9:36:15 AM 9”x6” b3384   Service Innovation for Sustainable Business Foreword Innovation continues to be high on the agenda... development of service innovations The research profile’s b3384_Ch-01.indd 26-02-2019 17:02:16 b3384   Service Innovation for Sustainable Business 9”x6” 6  Service Innovation for Sustainable Business