{"id":9110,"date":"2020-01-14T17:17:00","date_gmt":"2020-01-14T22:17:00","guid":{"rendered":"http:\/\/www.servsig.org\/wordpress\/?p=9110"},"modified":"2020-01-14T17:17:00","modified_gmt":"2020-01-14T22:17:00","slug":"service-articles-in-non-service-specific-journals-nov-dec-2019-part-1","status":"publish","type":"post","link":"https:\/\/www.servsig.org\/wordpress\/2020\/01\/service-articles-in-non-service-specific-journals-nov-dec-2019-part-1\/","title":{"rendered":"Service Articles in Non-Service-Specific Journals – Nov\/Dec 2019 – part 1"},"content":{"rendered":"

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Today we\u00a0identify service articles published in\u00a0Marketing, Management, Operations, Productions, Information Systems & Practioner-oriented Journals\u00a0<\/strong>in\u00a0the last month.<\/em><\/p>\n

For more information about the alert system methodology go\u00a0here<\/a><\/em><\/p>\n

For all previous alerts go\u00a0here<\/a><\/em><\/p>\n

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Lee, J. Y. (2019): A decentralized token economy: How blockchain and cryptocurrency can revolutionize business, <\/strong>Business Horizons<\/em>, 62(6), pp.773-784<\/p>\n

As the underlying technology of bitcoin, blockchain is expected to create a new economic system by revolutionizing the way we communicate over the internet. Blockchain seeks to improve information security and transparency by sharing encrypted data among peer-to-peer (P2P) networks. Due to its emphasis on security and trust, there is increased demand for blockchain’s application in a variety of business sectors. The decentralized nature of blockchain creates the new concept of a token economy in which the community’s revenue can be allocated to the actual content producers and service users who create value. This article looks at how blockchain technology and cryptocurrencies are evolving and interconnected, creating a token economy through different business models. Blockchain is expected to be a key technology that enables new protocols for the establishment of a token economy in the future, leading to a new economic paradigm.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.bushor.2019.08.003<\/a> [Google<\/a>] <\/em><\/p>\n

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Przegalinska, A., L. Ciechanowski, A. Stroz, P. Gloor and G. Mazurek (2019): In bot we trust: A new methodology of chatbot performance measures, <\/strong>Business Horizons<\/em>, 62(6), pp.785-797<\/p>\n

Chatbots are used frequently in business to facilitate various processes, particularly those related to customer service and personalization. In this article, we propose novel methods of tracking human-chatbot interactions and measuring chatbot performance that take into consideration ethical concerns, particularly trust. Our proposed methodology links neuroscientific methods, text mining, and machine learning. We argue that trust is the focal point of successful human-chatbot interaction and assess how trust as a relevant category is being redefined with the advent of deep learning supported chatbots. We propose a novel method of analyzing the content of messages produced in human-chatbot interactions, using the Condor Tribefinder system we developed for text mining that is based on a machine learning classification engine. Our results will help build better social bots for interaction in business or commercial environments.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.bushor.2019.08.005<\/a> [Google<\/a>] <\/em><\/p>\n

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Huang, M.-H., R. Rust and V. Maksimovic (2019): The Feeling Economy: Managing in the Next Generation of Artificial Intelligence (AI), <\/strong>California Management Review<\/em>, 61(4), pp.43-65<\/p>\n

The capability of AI is currently expanding beyond mechanical and repetitive to analytical and thinking. A ?Feeling Economy? is emerging, in which AI performs many of the analytical and thinking tasks, and human workers gravitate more toward interpersonal and empathetic tasks. Although these people-focused tasks have always been important to jobs, they are now becoming more important to an unprecedented degree. To manage more effectively in the Feeling Economy, managers must adapt the nature of jobs to compensate for the fact that many of the analytical and thinking tasks are increasingly being performed by AI, and, thus, human workers must place increased emphasis on the empathetic and emotional dimensions of their work.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1177\/0008125619863436<\/a> [Google<\/a>] <\/em><\/p>\n

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Donaker, G., H. Kim and M. Luca (2019): Designing Better Online Review Systems, <\/strong>Harvard Business Review<\/em>, 97(6), pp.122-129<\/p>\n

Online reviews are transforming the way consumers choose products and services of all sorts. We turn to TripAdvisor to plan a vacation, Zocdoc to find a doctor, and Yelp to choose a new restaurant. Reviews can create value for buyers and sellers alike, but only if they attain a critical level of quantity and quality. The authors describe principles for setting the incentives, design choices, and rules that help review platforms thrive. To address a shortage of reviews, companies can seed them by hiring reviewers or drawing reviews from other platforms; offer incentives; or pool products. To address selection bias, they can require reviews, allow private comments, and design prompts carefully. To combat fraudulent and strategic reviews, they can set rules for reviewers and call in moderators\u2014whether employees, the community, or algorithms.<\/p>\n

Link: http:\/\/dx.doi.org\/<\/a> [Google<\/a>] <\/em><\/p>\n

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Raddats, C., C. Kowalkowski, O. Benedettini, J. Burton and H. Gebauer (2019): Servitization: A contemporary thematic review of four major research streams, <\/strong>Industrial Marketing Management<\/em>, 83(), pp.207-223<\/p>\n

Servitization describes the addition of services to manufacturers’ core product offerings to create additional customer value. This study aims to identify the key themes and research priorities in this body of literature over thirteen years from 2005 and 2017, based on four major research streams (general management, marketing, operations, and service management). Prior multi-theme literature reviews have focused on operations journals, overlooking important work in other streams, particularly marketing. Informed by a systematic literature review of 219 papers, the study identifies five main themes: service offerings; strategy and structure; motivations and performance; resources and capabilities; service development, sales, and delivery. Within each theme, gaps in the literature are identified and eleven research priorities presented. The review shows that the literature has evolved significantly in recent years, becoming increasingly diverse. A recent noteworthy topic is the use of digital technologies, which indicates the increasing relevance of technological developments to manufacturers’ service activities. Our review highlights that there are still some fundamental aspects of servitization that warrant further research, primarily the need to replace the focal-manufacturer perspective with a multi-actor perspective that highlights the important role of relationships with existing and potentially new actors as a result of technological developments. \u2022 The study provides a holistic account of the literature on servitization. \u2022 Knowledge gaps and research priorities are identified around a set of key themes. \u2022 The servitization literature has evolved significantly, becoming increasingly diverse. \u2022 More recent topics deal with digitalization and technological developments. \u2022 Fundamental aspects (e.g., a multi-actor perspective) still warrant further investigation.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.indmarman.2019.03.015<\/a> [Google<\/a>] <\/em><\/p>\n

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Wei, R., S. Geiger and R. Vize (2019): A platform approach in solution business: How platform openness can be used to control solution networks, <\/strong>Industrial Marketing Management<\/em>, 83(), pp.251-265<\/p>\n

This paper explores how customer solution providers leverage digital platform architectures and particularly platform openness to exert control over complex organizational networks. A multiple case-study approach studies three companies with digital platforms that orchestrate solution networks in the LED and ICT industries. Our findings show that the features of product modules (core or peripheral), service modules (relationship intensity and customization), and knowledge modules (explicit, tacit and codified) have differential influence on the levels of platform openness. By managing platform openness of different subsystems accordingly, the solution providers can achieve different control benefits, including ensuring module quality, increasing offering variety, reducing dependence on module providers, and facilitating resource sharing. We contribute to the literature on solution business by reconceptualising the platform approach from a two-level perspective. We also deepen the field’s understanding of the role of digital platforms in solution business from an architectural perspective. \u2022 We reconceptualize the platform approach in solution business from a two-level perspective. \u2022 The platform openness is affected by product module features, service module features and knowledge module features. \u2022 By setting platform openness level differently, solution providers can have different benefits in network control.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.indmarman.2019.04.010<\/a> [Google<\/a>] <\/em><\/p>\n

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Wilden, R., S. Gudergan and I. Lings (2019): The interplay and growth implications of dynamic capabilities and market orientation, <\/strong>Industrial Marketing Management<\/em>, 83(), pp.21-30<\/p>\n

This article clarifies the growth implications of a firm’s dynamic capability deployment conditional on its market orientation. We develop a framework based on an abductive research approach that is grounded in existing research and draws on data from business-to-business service firms. We outline that frequency, timeliness, and speed are the three relevant temporal qualities that characterize dynamic capability deployment and that affect firm growth conditional on the firm’s market-driving vs. market-driven orientation. While proficiency in all three temporal qualities is beneficial irrespective of a firm’s type of market-orientation, we substantiate that market-driven firms with their exploitative, reactive conduct benefit even more from rapidly going through the processes of sensing, seizing, and reconfiguring than market-driving ones do. Also, while market-driven firms benefit from frequently deploying sensing dynamic capabilities, market-driving firms with their explorative, proactive conduct benefit even more from a timely and frequent deployment of seizing and reconfiguring processes than market-driven ones do. \u2022 This article identifies three relevant temporal qualities of dynamic capability deployment. \u2022 The effects of these qualities on firm growth are contingent on the firm’s market orientation. \u2022 Market-driven firms benefit more from a rapid dynamic capability deployment. \u2022 Market-driving firms benefit more frossm a timely and frequent deployment.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.indmarman.2018.11.001<\/a> [Google<\/a>] <\/em><\/p>\n

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Santos, J. B., J. M. Hernandez and W. Le\u00e3o (2019): Do recovery processes need empowered frontline employees?, <\/strong>International Journal of Operations & Production Management<\/em>, 39(11), pp.1260-1279<\/p>\n

Purpose: The purpose of this paper is to investigate whether frontline employee empowerment (FEE) is necessary in the presence of streamlined recovery processes when customers attribute responsibility for the recovery process to the service provider. Design\/methodology\/approach: The hypotheses were tested through a survey conducted with 253 bank customers, combined with two laboratory experiments run with 354 undergraduate students to assess service recovery efforts by an online store and a clinical laboratory. Findings: Customers who attribute more responsibility for the recovery process to service providers only become more satisfied with FEE when recovery processes are not streamlined. The presence of streamlined processes and FEE is not sufficient to raise post-recovery satisfaction levels in individuals who attribute little responsibility for the process to service providers. Originality\/value: The study extends the literature on contingencies that influence the design of recovery strategies by showing when FEE matters. It also highlights the risks of designing service recovery practices, such as FEE or streamlined recovery processes, without considering that different customers do not evaluate such efforts in the same fashion. Research on service recovery design needs to fully integrate concepts from marketing, operations and human resources when the goal is to evaluate the effectiveness of such practices. The outcomes also offer managers insights for designing recovery strategies.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1108\/IJOPM-12-2018-0745<\/a> [Google<\/a>] <\/em><\/p>\n

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Baik, K., K. Y. Kim and P. C. Patel (2019): The internal ecosystem of high performance work system and employee service-providing capability: A contingency approach for servitizing firms, <\/strong>Journal of Business Research<\/em>, 104(), pp.402-410<\/p>\n

Servitization, or expanding service offerings associated with products, is increasingly central to sustaining competitive advantage in manufacturing industries. We propose the role of an internal ecosystem of human resource practices\u2014High Performance Work System (HPWS)\u2014and the contingent effects of environmental conditions\u2014industry dynamism and industry complexity\u2014as drivers of employee service-providing capability. Based on longitudinal data from 217 firms representing 718 firm-years, HPWS is positively associated with the service-providing capability of employees, and this association is stronger at higher levels of environmental dynamism or environmental complexity. This research contributes to the servitization literature by examining how employee service-providing capability relies on the internal ecology of employee practices and changes in the external environment.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.02.028<\/a> [Google<\/a>] <\/em><\/p>\n

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Bustinza, O. F., E. Lafuente, R. Rabetino, Y. Vaillant and F. Vendrell-Herrero (2019): Make-or-buy configurational approaches in product-service ecosystems and performance, <\/strong>Journal of Business Research<\/em>, 104(), pp.393-401<\/p>\n

This research examines firm boundary configurations for manufacturers’ product-service offerings. We argue that the building of a product-service ecosystem through collaboration with service providers in certain types of business services can increase performance as a result of the superior knowledge-based resources coming from specialized partners. By using fuzzy set qualitative analysis on a sample of 370 multinational manufacturing enterprises (MMNEs), the results reveal that effective servitization is heterogeneous across manufacturing industries and across business service offerings. The findings indicate that most industries achieve their highest performance through collaborations with value-added service providers in two out of three of the service continuum stages (Base and Intermediate services); while keeping the development of Advanced services in-house. The results help to contextualize the best practices for implementing service business models in MMNEs by detailing which service capabilities should be retained in-house and which should be outsourced to specialized partners in various industrial contexts.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.01.035<\/a> [Google<\/a>] <\/em><\/p>\n

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Demoulin, N. and K. Willems (2019): Servicescape irritants and customer satisfaction: The moderating role of shopping motives and involvement, <\/strong>Journal of Business Research<\/em>, 104(), pp.295-306<\/p>\n

This study investigates the effect of the servicescape’s ambient, design, and social factors on customer irritation and satisfaction, focusing particularly on the moderating effects of shopping motives and involvement. Across four retail sectors with variations in involvement (i.e., high vs. low) and shopping motives (i.e., utilitarian or hedonic), consumer surveys were conducted at the exits of grocery, electrical appliances, home decoration, and fashion retailing stores (n = 669). SmartPLS analyses reveal that poorly managed social servicescape factors are the most irritating, and customers’ irritation in turn decreases satisfaction, particularly in high-involvement settings. In low-involvement settings, design elements matter relatively more. Furthermore, while social factors prevail as drivers of irritation in utilitarian settings, ambient elements matter more in hedonic contexts. This study is one of the few to focus on servicescape-induced negative affect, allowing managers to prioritize atmospherics in their quest to minimize customer irritation, depending on the particular service sector. \u2022 Crowding irritates customers the most in high-involvement shopping contexts. \u2022 Salespersons irritate customers the most in utilitarian and high-involvement shops. \u2022 Store design generates customer irritation particularly in low-involvement shops. \u2022 Store dirtiness increases customer irritation only in hedonic shopping contexts. \u2022 Irritation decreases satisfaction, especially in high-involvement contexts.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.07.004<\/a> [Google<\/a>] <\/em><\/p>\n

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Hullova, D., P. Laczko and J. Frishammar (2019): Independent distributors in servitization: An assessment of key internal and ecosystem-related problems, <\/strong>Journal of Business Research<\/em>, 104(), pp.422-437<\/p>\n

Independent distributors (IDs), just as equipment manufacturers, have the potential to initiate a transition towards the provision of advanced services. However, the internal and ecosystem-related problems experienced by IDs during servitization differ due to their distinct organizational structure. The purpose of this study is therefore to uncover problems faced by servitizing IDs during transition towards provision of advanced services, a topic which is still scarcely covered in the literature. Using an abductive research approach, we identify three overarching groups of servitization problems specific to IDs: (1) conflicting interests of key stakeholders; (2) misalignment between distribution of managerial attention and servitization strategy; and (3) ineffective knowledge management within the ecosystem. To diagnose these problems, we propose a servitization-readiness decision tree that allows IDs to pinpoint hindering factors before embarking on a servitization journey. In so doing, we provide a starting point for identifying and describing criteria for assessing IDs’ servitization readiness.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.01.012<\/a> [Google<\/a>] <\/em><\/p>\n

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Jovanovic, M., J. Z. Raja, I. Visnjic and F. Wiengarten (2019): Paths to service capability development for servitization: Examining an internal service ecosystem, <\/strong>Journal of Business Research<\/em>, 104(), pp.472-485<\/p>\n

There is a need to examine the internal service ecosystem perspective to understand how the capability development process unfolds. To achieve this, an embedded case study of ten subsidiaries of a large multinational capital equipment manufacturer was conducted to analyze how front- and back-office capability development progresses across the subsidiaries. Three different paths for capability development were identified, indicating: (i) the sequential development of capabilities and capability renewal; (ii) difficulties of capability replication; and (iii) capability retrenchment and service dilution. It is argued that a lack of interaction between the front- and back-office may constrain progress in terms of realizing efficiencies through the standardization of offerings, processes, and performance measures. Important managerial implications indicate the need to manage an internal service ecosystem that allows for capability replication, which requires a strong center to leverage learning.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.05.015<\/a> [Google<\/a>] <\/em><\/p>\n

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L\u00fctjen, H., C. Schultz, F. Tietze and F. Urmetzer (2019): Managing ecosystems for service innovation: A dynamic capability view, <\/strong>Journal of Business Research<\/em>, 104(), pp.506-519<\/p>\n

The success of service innovations is intertwined with firms’ capabilities to coordinate, orchestrate, and collaborate with a set of external actors. Adopting an ecosystem and dynamic capability perspective, this article examines ecosystem-related capabilities for developing service innovation in product-centric firms. The research uses a mixed-methods approach focusing on the energy utility sector: (1) a survey with 133 managers from 28 firms that allows a comparison of ecosystem-related capabilities between firms with high and low service-innovation intensity; and (2) a complementary interview study with 8 of these firms that have high service-innovation intensity, allowing a detailed understanding of the relevant ecosystem-related capabilities to be developed. From the data we derive a set of 12 ecosystem-related capabilities for service innovation related to the sensing, seizing, and reconfiguring of external resources. The results indicate that firms with high service-innovation intensity possess significantly stronger ecosystem-related capabilities than firms with lower service-innovation intensity. Those firms also seem to sense and seize external opportunities and resources to a greater extent in order to reconfigure their service-related ecosystems. The findings also show that successful service innovators consider not only value-adding partnerships, such as suppliers and customers, to be relevant for service innovation, but also relationships with non-direct value-adding ecosystem stakeholders (e.g., local governments, communities, legislators).<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.06.001<\/a> [Google<\/a>] <\/em><\/p>\n

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Morgan, T., S. A. Anokhin and J. Wincent (2019): New service development by manufacturing firms: Effects of customer participation under environmental contingencies, <\/strong>Journal of Business Research<\/em>, 104(), pp.497-505<\/p>\n

By bridging strategy, innovation, servitization, and new service development literatures, this study suggests that customer participation enhances the effectiveness of new service development strategies. The effects are particularly pronounced in the environments characterized by low competitive intensity and high complexity of customer needs. Empirical evidence is obtained from a sample of 226 large manufacturing firms with respondents representing service, functional, and general management. The results are the first to support the importance of customer participation in the new service development context. While largely consistent with the new product development research, they offer novel insights into the role of environmental contingencies in harnessing the input of customers in the new service development process for the benefit of the firm.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.06.017<\/a> [Google<\/a>] <\/em><\/p>\n

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Palo, T., M. \u00c5kesson and N. L\u00f6fberg (2019): Servitization as business model contestation: A practice approach, <\/strong>Journal of Business Research<\/em>, 104(), pp.486-496<\/p>\n

In principle, organizations know how to do servitization, but in practice, many struggle to change their business models to include service offerings. To understand this struggle, this paper examines servitization in a large multinational manufacturer within the pulp and paper industry. Utilizing practice theory, the study explicates the servitization process as a contestation of a company’s parallel business models \u2014 one existing and dominant; one emerging. As business models materialize in organizational practices, and therefore have the potential to frame and organize servitization efforts, the models give rise to contestations in the practices performed by actors in the organization and the ecosystem. The elements of such contestations provide a better understanding of the ways in which practices may be disrupted to support servitization. Contestations can thus be creative instead of problematic. As a result, this paper extends the conceptualization of servitization as a bottom-up, emergent and iterative process of business model contestation. \u2022 Extends the conceptualization of servitization as business model contestation \u2022 Shows how business models frame and organize servitization efforts \u2022 Explicates the parallel and contradicting practices in servitization \u2022 Shows how such practices are changed and stabilized through business model contestation<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2018.10.037<\/a> [Google<\/a>] <\/em><\/p>\n

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Reim, W., D. R. Sj\u00f6din and V. Parida (2019): Servitization of global service network actors \u2013 A contingency framework for matching challenges and strategies in service transition, <\/strong>Journal of Business Research<\/em>, 104(), pp.461-471<\/p>\n

Servitization is a rising trend across manufacturing companies, but it is not achievable without the corresponding transition of the manufacturers’ service network. Despite the key role of service network actors, their servitization pathways are not widely understood. Thus, the purpose of this paper is to understand how diverse service network actors approach servitization under varying conditions. Findings are derived from an exploratory case study of eight service network actors for a global construction equipment manufacturer. The analysis reveals that service network actors face major capability-(lack of service provision capabilities, lack of service provision vision) and market-related challenges (unfavorable local conditions, low customer service readiness) that hinder their transformation. The analysis also reveals four unique servitization strategies (service extension, service benchmarking, digitalization, customer co-creation) that service network actors implement. A contingency framework is proposed to explain which challenges can be matched with which servitization strategies to achieve service network servitization.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.01.032<\/a> [Google<\/a>] <\/em><\/p>\n

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Sklyar, A., C. Kowalkowski, B. Tronvoll and D. S\u00f6rhammar (2019): Organizing for digital servitization: A service ecosystem perspective, <\/strong>Journal of Business Research<\/em>, 104(), pp.450-460<\/p>\n

Harnessing digital technology is of increasing concern as product firms organize for service-led growth. Adopting a service ecosystem perspective, we analyze interfirm and intrafirm change processes taking place as firms pursue digital servitization. The study draws on in-depth interviews with 44 managers involved in organizing activities in two multinational industry leaders. Our findings identify major differences between the two focal firms in terms of digital service-led growth and associated ecosystem-related activities. The study disentangles underlying processes of organizational change in the ecosystem and suggests that within-firm centralization and integration play a key role in the capacity to organize for digital servitization. For managers, the findings highlight the need to foster service-centricity in order to take full advantage of digitalization beyond purely technological benefits.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.02.012<\/a> [Google<\/a>] <\/em><\/p>\n

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Wolter, J. S., T. J. Bacile, J. S. Smith and M. Giebelhausen (2019): The entitlement\/forgiveness conflict of self-relevant and self-neutral relationships during service failure and recovery, <\/strong>Journal of Business Research<\/em>, 104(), pp.233-246<\/p>\n

The current research examines the difference between strong self-relevant (SR) customer-brand relationships (as represented by brand identification and self-brand connection) and strong self-neutral (SN) brand relationships (as represented by quality, satisfaction, and trust) in the context of service failure and recovery. Whereas strong SR relationships foster a sense of entitlement in customers after service failure, strong SN relationships foster forgiveness. As a result, SR relationships increase recovery expectations and subsequent complaint behavior whereas SN relationships decrease complaint behavior. Study 1 examines these effects using complaint behavior for airlines. Study 2 confirms these effects on survey data from hotel customers and Study 3 then explores the phenomenon more deeply in a controlled situation using scenario-based surveys. Viewed holistically, the results help further understanding of how a brand’s deep, customer relationships can either become a thorn in the company’s side or provide forbearance.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2019.07.008<\/a> [Google<\/a>] <\/em><\/p>\n

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Zaborek, P. and J. Mazur (2019): Enabling value co-creation with consumers as a driver of business performance: A dual perspective of Polish manufacturing and service SMEs, <\/strong>Journal of Business Research<\/em>, 104(), pp.541-551<\/p>\n

The objective of the study is to investigate the effects of enabling value co-creation with consumers on the performance of manufacturing and service SMEs in Poland. The analysis is based on a representative sample of 395 firms. Our findings indicate that enabling co-creation does induce positive operational and financial outcomes in both service providers and manufacturers, there are also significant differences in identified patterns and effect sizes. Service firms benefit from engaging in dialog with customers, while manufacturers show the positive influences of enhanced interaction and more choice options. Overall, enabling co-creation has stronger positive effects on service firms than manufacturers in terms of both operational benefits and financial outcomes measured by ROI. This empirical comparison of the effects of employing co-creation enablers by manufacturers and service providers offers original insights into value co-creation theory and supports managers in their choice of instruments for engaging customers.<\/p>\n

Link: http:\/\/dx.doi.org\/10.1016\/j.jbusres.2018.12.067<\/a> [Google<\/a>] <\/em><\/p>\n

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