Considered Service-specific journals were Journal of Service Research, Journal of Service Management, Journal of Services Marketing, Journal of Service Theory and Practice, Service Industries Journal, Cornell Hospitality Quarterly, and Service Science.

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Korkeamäki, L. and M. Kohtamäki (2020): To outcomes and beyond: Discursively managing legitimacy struggles in outcome business models, Industrial Marketing Management, 91(), pp.196-208

Outcome business models (OBMs) guarantee and deliver economic and operational results for customers. The risk transfer from customer to provider enables the emergence of new value drivers, such as mutual learning. However, if the outcome-based service (OBS) customer learns the operational capabilities, based on which they are willing to rely on the OBS provider to achieve outcomes, how then does an OBS provider justify its role as a legitimate partner in the future? To answer this question, we conducted an in-depth single-case study and performed a critical discourse analysis with an OBS provider delivering outcomes. We identify causes for legitimacy struggles (lack of intentional and competence trust) in an OBM and subsequent discursive legitimation strategies used to defend legitimacy: 1) trustification, 2) rationalization, 3) authorization, and 4) normalization. For managers, we elaborate certain OBM problematics causing legitimacy struggles and offer discursive resources that can be mobilized to recreate legitimacy. • Dependency can cause relational opportunism in outcome business models. • Outcome-based service (OBS) providers must legitimate their role as a value adding partner. • We identified legitimacy struggles and legitimation strategies of an OBS provider. • Lacking intentional trust and competence trust cause legitimacy struggles. • Found strategies: Trustification, Rationalization, Authorization and Normalization.

Link: http://dx.doi.org/10.1016/j.indmarman.2020.08.023 [Google]

 

Kropp, E. and D. Totzek (2020): How institutional pressures and systems characteristics shape customer acceptance of smart product-service systems, Industrial Marketing Management, 91(), pp.468-482

This research examines how institutional pressures (mimetic, normative, and coercive), which provide shared expectations of and norms for legitimate behavior, and system characteristics influence business-to-business (B2B) customer acceptance of smart product-service systems (PSSs). This is important because many B2B customers are still reluctant to adopt smart PSSs. Drawing from a cross-industry survey with 160 managers of B2B firms and controlling for other major adoption drivers (e.g., privacy risk, organizational innovativeness), we find a non-linear effect of normative pressure on customers’ intention to adopt smart PSSs. Furthermore, normative pressure particularly increases adoption intentions when customers perceive a high relative advantage from smart PSSs. Mimetic pressure positively affects adoption of customer input-oriented PSSs, whereas this effect is highly non-linear (U-shaped) for customer output-oriented PSSs. We extend adoption literature by analyzing non-linear effects of institutional pressures as well as its context dependence. From a managerial perspective, these findings show how suppliers can adapt their sales and communication efforts to effectively market smart PSSs. • Institutional pressure shapes customer adoption of smart product-service systems (PSSs). • Normative pressure has a non-linear effect on adoption. • The effect of normative pressure on adoption depends on the advantage of the smart PSS. • Mimetic pressure has a positive effect on adoption for input-oriented PSS. • Mimetic pressure has a non-linear effect on adoption for output-oriented PSS.

Link: http://dx.doi.org/10.1016/j.indmarman.2020.10.008 [Google]

 

Shen, C.-w., T.-h. Luong, J.-t. Ho and I. Djailani (2020): Social media marketing of IT service companies: Analysis using a concept-linking mining approach, Industrial Marketing Management, 90(), pp.593-604

The IT service industry values the experience of social familiarity, which is based on routine interactions with suppliers and customers and is at the frontier of social media marketing. To further understand how IT service companies use social media to engage their customers or potential leads, the objectives of this research are to delineate the differences between IT service companies’ use of social media and users’ expectations based on knowledge extracted from user-generated content on Twitter. We applied a text mining approach called two-tier concept-linking analysis to extract patterns in Twitter posts from top IT service companies as well as the related tweets from the Twitter users. We further compare the yearly similarities and differences of the key concepts from the company’s official account and from the users. Besides, the key concepts between users’ expectations and IT service companies’ social media use were compared on the basis of first-tier concepts and further elaborated by their corresponding second-tier concepts. Our approach contributes to further understand the socio-cognitive insights underlying the dynamic social media data, from which organizations and individuals in charge can note the objectives they wish to maintain and the marketing gaps they wish to improve on. • Patterns of IT service companies’ tweets were mined by concept-linking analysis. • Key concepts of Twitter users’ tweets towards IT service companies were identified. • Yearly comparison of the concepts from the IT service companies and from the users. • Comparisons of the key concepts between Twitter users and IT service companies. • Help the IT service companies to narrow the gap of social media marketing strategy.

Link: http://dx.doi.org/10.1016/j.indmarman.2019.11.014 [Google]

 

Kraemer, T., W. H. Weiger, M. H. J. Gouthier and M. Hammerschmidt (2020): Toward a theory of spirals: the dynamic relationship between organizational pride and customer-oriented behavior, Journal of the Academy of Marketing Science, 48(6), pp.1095-1115

While previous studies have demonstrated that organizational pride (OP) enhances frontline employees’ customer-oriented behavior (COB), they have neglected to address the dynamics of the relationship. This research helps close this gap by elaborating on a theory of spirals positing that the extent of COB depends not only on current levels of OP but also on the direction and rate of OP change. In addition, the authors challenge the prevalent view that OP affects COB unidirectionally, instead predicting reciprocal loops. Hence, they propose that increases in OP repeatedly amplify COB and trigger an upward spiral, whereas decreases trigger a downward spiral. The results of a six-wave panel study support these predictions. Furthermore, the authors identify lower and upper boundaries of the spiral: while a certain threshold of OP is required to create momentum, the effects of further increases in the same variables diminish at high levels of OP and COB.

Link: http://dx.doi.org/10.1007/s11747-019-00715-0 [Google]

 

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