scholarly journals Service-Dominant Logic and Value in Tourism Management: A Qualitative Study within Spanish Hotels Managers

2013 ◽  
Vol 1 (2) ◽  
pp. 303 ◽  
Author(s):  
Travis B. Hayslip ◽  
Martina G. Gallarza ◽  
Luisa Andreu
Keyword(s):  
Service Providers ◽  
Exploratory Research ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Award Winning ◽  
Tourism Sector ◽  
Managerial Implications ◽  
New Ideas ◽  
Tourism Service ◽  
The Mind

<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>

How off-track tourists create their own event: a customer-dominant logic perspective

2018 ◽  
Vol 21 (4) ◽  
pp. 549-566 ◽  
Author(s):  
Boutheina Ben Gamra Zinelabidine ◽  
Lilia Touzani ◽  
Norchène Ben Dahmane ◽  
Mourad Touzani
Keyword(s):  
Life Experience ◽  
Service Providers ◽  
Real Life ◽  
Content Type ◽  
Dominant Logic ◽  
Individual Interviews ◽  
Tourism Sector ◽  
Managerial Implications ◽  
Practical Implications ◽  
Successful Event

Purpose Adopting a customer-dominant logic perspective, the purpose of this paper is to understand how some tourists decide on unusual trips and how they associate meanings to transform their experience into an event. Design/methodology/approach This research is exploratory and involves three qualitative data collection techniques. The authors conducted individual interviews complemented by travel narratives with tourists that decided to undertake off-track travel. The third method is ethnographic and focuses on tourists participating in a singular ritualistic festival. Findings Several factors explained how off-track travelers associate meanings to turn their real-life experience into a successful event. These factors cover three main concepts: discovery, social link and identity. Practical implications The authors propose managerial implications for ordinary service providers in the tourism sector. Managers should attempt to provide tourists with a framework within which they can create their own events and take initiatives. They must be supportive of tourists re-enhancing their experience and making efforts to create their own event. Originality/value This research explains how services must be less standardized to satisfy tourists looking for immersion, exoticism and authenticity and to support their initiatives.

Studying customers’ resource integration by service employees in interactional value co-creation

2016 ◽  
Vol 30 (2) ◽  
pp. 152-164 ◽  
Author(s):  
Loïc Plé
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Customer Participation ◽  
Resource Integration ◽  
Service Dominant Logic ◽  
Content Type ◽  
Service Employees ◽  
Dominant Logic ◽  
Managerial Implications ◽  
Practical Implications

Purpose Noting that resource integration is a pivotal dimension of value co-creation in Service-Dominant logic, this paper aims to explore how service employees engaged in co-creation processes with customers integrate the latter’s resources. Design/methodology/approach To address the limitations of previous research on customer resources and their integration by service employees, this study turns to the concept of customer participation to identify the nature of customers’ resources. A conceptual framework of their integration by service employees underpins nine key propositions. This foundation leads to the development of theoretical contributions, managerial implications and avenues for research. Findings Customers can use 12 types of resources in value co-creation. Contrasting with earlier findings, the conceptual framework reveals that service employees may not only integrate these customers’ resources but also either misintegrate or not integrate them. Non-integration and misintegration may be intentional or accidental. Accordingly, value co-creation or co-destruction may result from interactions. Research limitations/implications This conceptual and exploratory text requires complementary theoretical and empirical investigations. It also does not adopt an ecosystems view of co-creation. Practical implications Knowing the different steps of resource integration and what influences them should increase the chances of value co-creation and limit the risks of value co-destruction. Originality/value Scant research has examined the nature of customer resources and how service employees integrate them. This paper also is the first to distinguish among resource integration, misintegration and non-integration.

Examining the Antecedents of Cloud Service Profitability

2019 ◽  
Vol 9 (4) ◽  
pp. 37-65 ◽  
Author(s):  
Alexander Herzfeldt ◽  
Sebastian Floerecke ◽  
Christoph Ertl ◽  
Helmut Krcmar
Keyword(s):  
Service Delivery ◽  
Model Building ◽  
Service Providers ◽  
Cloud Service ◽  
Service Dominant Logic ◽  
Resource Based View ◽  
Delivery Model ◽  
Dominant Logic ◽  
Mediated Effects ◽  
Cloud Service Providers

In a fast growing but highly competitive market, some cloud service providers are significantly more profitable than others. In particular, numerous providers struggle to scale their cloud service delivery up from a one-time, project-based co-creation model to a platform delivery model, building on reusable resources. This study builds on the service (-dominant) logic and the resource-based view to develop a model of cloud service profitability. It is proposed that profitability results from the ability to manage costs of customer-specific value co-creation and efforts to build reusable resources, which facilitate future customer engagements. The results of a survey with 99 cloud providers show that value co-creation costs indeed mediate the effects of facilitation capability and complexity on cloud service profitability. However, facilitation capability has both direct and mediated effects on profitability. The results provide insights on which factors influence cloud service profitability and which resources should be established before offering a cloud service to future customers.

The service revolution and its marketing implications: service logic vs service-dominant logic

2014 ◽  
Vol 24 (3) ◽  
pp. 206-229 ◽  
Author(s):  
Christian Grönroos ◽  
Johanna Gummerus
Keyword(s):  
Value Creation ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Value Propositions ◽  
Managerial Implications ◽  
Service Logic ◽  
Conceptual Paper ◽  
Managerial Level ◽  
Service Perspective

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.

Review of Customer Activism Concepts

2021 ◽  
pp. 66-90
Author(s):  
Katarzyna Żyminkowska
Keyword(s):  
Network Management ◽  
Open Innovation ◽  
Innovation Process ◽  
Customer Participation ◽  
Customer Engagement ◽  
Service Dominant Logic ◽  
Resource Based View ◽  
Customer Integration ◽  
Dominant Logic ◽  
Managerial Implications

The concept of customer engagement (CE) refers to the customer activism in value formation which is not a new notion in the marketing and management literature. Existing theories of customer activism constitute particular anchors for systemizing the knowledge on optimal CE and offer considerable value to the developing literature on the profitable CE management. Those notions are associated with two influential metatheories, such as value co-creation and network management, and include prosumption, customer participation, service and service-dominant logic, customer resource integration, extended resource-based view, user and open innovation, and customer integration in innovation process. The main objective of this chapter is to review the above-mentioned concepts in order to recognize their managerial implications which might inform CE management efforts undertaken by managers in each stage of this process. This chapter contributes to a better understanding of the CE management challenges and provides additional insights for advancing the research in this domain.

Defective co-creation

2015 ◽  
Vol 49 (1/2) ◽  
pp. 238-261 ◽  
Author(s):  
Dominique A. Greer
Keyword(s):  
Critical Incident ◽  
Consumer Behaviour ◽  
Service Providers ◽  
Professional Services ◽  
Professional Service ◽  
Service Encounters ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Depth Interviews

Purpose – This study aims to explore the scope of consumers’ defective co-creation behaviour in professional service encounters. One of the founding premises of service-dominant logic (Vargo and Lusch, 2004, 2008) is that consumers co-create the value they derive from service encounters. In practice, however, dysfunctional consumer behaviour can obstruct value co-creation. Extant research has not yet investigated consumers’ defective co-creation behaviour in highly relational services, such as professional services, that are heavily reliant on co-creation. Design/methodology/approach – To investigate defective co-creation in professional services, 164 critical incidents were collected from 38 health-care and financial service providers using the critical incident technique within semi-structured, in-depth interviews. Thematic coding was used to identify emergent themes and patterns of consumer behaviour. Findings – Thematic coding resulted in a comprehensive typology of consumers’ defective co-creation behaviour that both confirms the prevalence of previously identified dysfunctional behaviours (e.g. verbal abuse and physical aggression) and identifies two new forms of consumer misbehaviour: underparticipation and overparticipation. Further, these behaviours can vary, escalate and co-occur during service encounters. Originality/value – Both underparticipation and overparticipation are newly identified forms of defective co-creation that need to be examined within the broader framework of service-dominant logic (SDL).

Logistics Innovation

2014 ◽  
pp. 1-26 ◽  
Author(s):  
Omur Yasar Saatcıoglu ◽  
Gul Denktas-Sakar ◽  
Cimen Karatas-Cetın
Keyword(s):  
Service Providers ◽  
Holistic Approach ◽  
Business Environment ◽  
Service Dominant Logic ◽  
Technology Knowledge ◽  
Dominant Logic ◽  
Logistics Service Providers ◽  
Relationship Orientation ◽  
Great Pressure ◽  
Operant Resources

Customers demand new services due to a dynamic and complex business environment. Innovation is a response to these challenges in various industries. Logistics service providers are under great pressure to be innovative due to their changing business environment and customer demands. Logistics innovation can be considered service innovations triggered by technological innovations. Service innovation should be examined with a service-dominant logic perspective by considering properties of services. Service-dominant logic as an evolving view in marketing highlights the importance of value co-creation, relationships, processes, and operant resources in the service exchanges of the organizations. In this chapter, important determinants related to logistics innovation are derived by a comprehensive literature review. Furthermore, a conceptual model of logistics innovation within a service-dominant logic perspective is established. This study is novel in that it focuses on the unexplored research of logistics innovation from the perspective of service-dominant logic by taking a holistic approach integrating technology, knowledge, and relationship orientation concepts with value co-creation.

Will your majesty marry me? The effect of royal weddings on the tourism industry

2021 ◽  
pp. 135481662110043
Author(s):  
James Raad ◽  
Abhinav Sharma ◽  
Juan L Nicolau
Keyword(s):  
Direct Effect ◽  
Service Providers ◽  
Tourism Industry ◽  
Short Term ◽  
Brand Knowledge ◽  
Managerial Implications ◽  
Tourism Service ◽  
The One ◽  
Long Term Impact

This article fills a void in the literature by investigating the impacts of royal weddings—arguably the grandest and the most iconic of public ceremonies involving royals—on destination-level brands. The direct and short-term effects of royal families and indeed the direct effect of seminal events involving the royals on destination-level accommodations and tourism service providers are more somewhat obvious. However, the more intriguing question and the one which we are more concerned with is: do royal weddings leave a more enduring legacy on the local tourism industry? The engagement announcement and the wedding date produce significant positive increases in the valuation of the home country’s tourism firms. Important managerial implications are derived in line with the long-term impact of unique events on tourism firms’ performance and the transference of brand knowledge from the destination to the companies is effective.

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