On the Transition of Service Systems from the Good-Dominant Logic to Service-Dominant Logic

2014 ◽  
Vol 7 (2) ◽  
pp. 1-19
Author(s):  
Carlos Legna Verna ◽  
Miroljub Kljajić
Keyword(s):  
Value Creation ◽  
Service System ◽  
Service Systems ◽  
Service Dominant Logic ◽  
Strategic Issues ◽  
Dominant Logic ◽  
New Class ◽  
Social Value Creation ◽  
Definition Of ◽  
Main Ideas

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.

Applying ISPAR Model of Service Dominant Logic on Mentoring a Part of Training and Development Function of HRM Functions

2020 ◽  
Vol 11 (1) ◽  
pp. 46-54
Author(s):  
Taimoor Basharat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Service System ◽  
Training And Development ◽  
Service Systems ◽  
Deep Insight ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Wide Range

This is a conceptual article written to apply I-S-P-A-R model which was presented in 2009 by research scholars Maglio, Vargo, Caswel and Spohrer on the Mentoring in Service Dominant Logic (SDL) perspective. The author has taken a deep insight of mentoring which is a part of training and development: a function of the Human Resource Management in Good Dominant Logic (GDL) perspective. For this research, a wide range of literatures is reviewed and many disciplines have been explored which include mentoring roles, need, responsibilities, and context. Here, it is worthy to mention that mentoring and supervision are two different terms and both have different roles, too. Roles of supervisors are: boss, teacher, evaluator, expert and counselor; whereas mentoring consisted of assisting, befriending, guiding, advising and counseling. In service science, all the service systems do not fulfill the requirement to be a service system. There is also presented I-S-P-A-R which stands for Interact-Serve-Propose-Agree-Realize model of service system interactions episodes. This model is applied on mentoring in SDL perspective. At the end of this article, a conclusion is drawn and areas for further research have been mentioned.

Applying ISPAR Model of Service Dominant Logic on Mentoring a Part of Training and Development Function of HRM Functions

2022 ◽  
pp. 803-813
Author(s):  
Taimoor Basharat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Service System ◽  
Training And Development ◽  
Service Systems ◽  
Service Science ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Wide Range

This is a conceptual article written to apply I-S-P-A-R model which was presented in 2009 by research scholars Maglio, Vargo, Caswel and Spohrer on the Mentoring in Service Dominant Logic (SDL) perspective. The author has taken a deep insight of mentoring which is a part of training and development: a function of the Human Resource Management in Good Dominant Logic (GDL) perspective. For this research, a wide range of literatures is reviewed and many disciplines have been explored which include mentoring roles, need, responsibilities, and context. Here, it is worthy to mention that mentoring and supervision are two different terms and both have different roles, too. Roles of supervisors are: boss, teacher, evaluator, expert and counselor; whereas mentoring consisted of assisting, befriending, guiding, advising and counseling. In service science, all the service systems do not fulfill the requirement to be a service system. There is also presented I-S-P-A-R which stands for Interact-Serve-Propose-Agree-Realize model of service system interactions episodes. This model is applied on mentoring in SDL perspective. At the end of this article, a conclusion is drawn and areas for further research have been mentioned.

Co-creation and higher order customer engagement in hospitality and tourism services

2016 ◽  
Vol 28 (2) ◽  
pp. 222-245 ◽  
Author(s):  
Prakash K. Chathoth ◽  
Gerardo R. Ungson ◽  
Robert J. Harrington ◽  
Eric S.W. Chan
Keyword(s):  
Value Creation ◽  
Higher Order ◽  
Customer Engagement ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Ex Post ◽  
Ex Ante ◽  
Experiential Value

Purpose – This paper aims to present a review of the literature associated with co-creation and higher-order customer engagement concepts and poses critical questions related to the current state of research. Additionally, the paper presents a framework for customer engagement and co-creation with relevance to hospitality transactions. Design/methodology/approach – Earlier research on co-production, co-creation, consumer engagement and service-dominant logic are discussed and synthesized. Based on this synthesis, links and contrasts of these varying research streams are presented providing an articulation of key characteristics of each and how these might be applied within a hospitality context. Findings – Modalities in service transactions vary among traditional production, co-production and co-creation based on changes in attitudes, enabling technologies and the logic or ideology supporting the change. Transaction characteristics vary among manufacturing, quasi-manufacturing and services based on several key categories including differences in boundary conditions, enablers, success requirements, sustainability requirements, the dominant logic used and key barriers/vulnerabilities. When creating experiential value for consumers, firms should consider several aspects ex-ante, in-situ and ex-post of the change and during the change process. Research limitations/implications – Firms need to move toward higher-order customer engagement using co-creative modalities to enhance value creation. Current practices in the hotel industry may not in their entirety support this notion. Ex-ante, in-situ and ex-post considerations for creating experiential value need to be used as part of a checklist of questions for firms to pose in order to move toward managing customer experiences using the service-dominant logic as part of the firm’s orientation toward its market. This would give it the required thrust to create superior engagement platforms that use co-creative modalities while addressing the barriers to higher-order customer engagement as identified in the literature. Originality/value – The hospitality and tourism literature on co-creation and higher-order customer engagement is still in its infancy. A synthesis of these early studies provides support for the need for future research on co-creation that more clearly articulates the modality firms could use to move toward co-creation. This paper develops a dynamic framework using characteristics of co-creation that integrate the various stages of value creation (i.e. input, throughput and output).

The Architecture of Service Systems as the Framework for the Definition of Service Science Scope

2010 ◽  
pp. 560-582
Author(s):  
Andrew Targowski
Keyword(s):  
User Interface ◽  
Service User ◽  
Service System ◽  
Enterprise Systems ◽  
Service Systems ◽  
Service Science ◽  
Systems Architecture ◽  
Level Of Involvement ◽  
Definition Of ◽  
Generic Service

The purpose of this study is to define generic service processes, their system, and a scope of service science developed originally by the author. In the presented approach, the main criterion is the class of serviced users, since this leads to the six kinds of process recognition and eventually helps in planning e-service systems’ architecture. E-service system (e-SS) is defined as a mission-goal-strategy-driven configuration of technology, organizational processes and networks designed to deliver HTservicesTH that satisfy the needs, wants, or aspirations of customers. Marketing, operations, and global environment considerations have significant implications for the design of an e-service system. Four criteria which impact e-service systems’ architecture have been defined as: service business model, customer contact and level of involvement (Service User Interface), service provider’s enterprise complexity (Enterprise Systems and Networks), and scope of goods involved in service. It was proved that the e-service system is the intermediary layer between Service User Interface and Enterprise Systems and Networks. Two examples of e-SS have been modeled.

Service-Dominant Logic and Nonprofit Organizations: A Value Creation Perspective

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Renata Klafke ◽  
Flávio Von Der Osten ◽  
Simone R. Didonet ◽  
Ana Maria M. Toaldo
Keyword(s):  
Nonprofit Organizations ◽  
Value Creation ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
A Value

The Effect of Value-Creation on Consumer-Based Destination Brand Equity

2016 ◽  
Vol 56 (8) ◽  
pp. 1011-1031 ◽  
Author(s):  
Dolores María Frías Jamilena ◽  
Ana Isabel Polo Peña ◽  
Miguel Ángel Rodríguez Molina
Keyword(s):  
Brand Equity ◽  
Value Creation ◽  
Competitive Strategies ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Tourist Destinations ◽  
Destination Brand

The present work examines the competitive strategies of tourist destinations and proposes that value-creation among tourists during their entire experience of a destination (before, during, and after their stay) is an antecedent of increased destination brand equity. This value-creation is conceptualized and measured from the service-dominant logic perspective. The research objective is achieved by (a) identifying the dimensions of customer-based destination brand equity and tourist value-creation; (b) validating the scales generated for the measurement of both variables; and (c) proposing a model that captures the antecedent effect of value-creation on customer-based destination brand equity. The findings reveal that value-creation is an antecedent by which the customer perceives greater destination brand equity. The results of the study make a contribution to the specialized literature on tourism and service-dominant logic and offer interesting implications for the professional domain.

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.

scholarly journals Towards A Value-Dominant Logic of Marketing

2019 ◽  
Vol 7 (3) ◽  
Author(s):  
Hunter Hastings ◽  
Fernando Antonio Monteiro Christoph D´´´Andrea ◽  
Per Bylund
Keyword(s):  
Value Creation ◽  
Market Process ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
A Value ◽  
Subjective Value ◽  
The Individual

Inspired by Vargo & Lusch’s Service-Dominant Logic (SDL) and relying on the Austrian School’s individualism and subjectivism, we use knowledge from economics to better support the discussion of the primary topic of Marketing: that of value creation. Specifically, we draft a Value-Dominant Logic. We provide ten foundational premises stemming from the recognition that value is subjective and, consequently, cannot be created by entrepreneurs or firms. Entrepreneurs and firms propose value, but subjective value can only be perceived, created and thus experienced in the individual consumer’s mind. By adopting the perspective that logically follows from this understanding, the disciplines of management and marketing will be better able to narrow the uncertainties of the market process, and entrepreneurs can make better decisions about how to help consumers overcome felt uneasiness by adopting their proposed solutions.

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