No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Restrategizing for the post-pandemic era: Service design for digital transformation in the art and cultural sector
ResearchGate has not been able to resolve any citations for this publication.
Purpose
The empirical study draws on a crowdsourced database of 221 innovations associated with the COVID-19 pandemic.
Design/methodology/approach
Aside from the health and humanitarian crisis, the COVID-19 pandemic has caused an acute economic downturn in most sectors, forcing public and private organizations to rethink and reconfigure service provision. The paper introduces the concept of imposed service innovation as a new strategic lens to augment the extant view of service innovation as a primarily discretionary activity.
Findings
The identified imposed service innovations were assigned to 11 categories and examined in terms of their strategic horizon and strategic stretch. The innovations are characterized by spatial flexibility, social and health outreach and exploitation of technology.
Research limitations/implications
As a new area of service innovation research, imposed service innovations highlight strategic issues that include the primacy of customers and the fragility of institutions.
Practical implications
Situations involving imposed service innovation represent opportunities for rapid business development when recognized as such. A severe disruption such as a pandemic can catalyze managerial rethinking as organizations are forced to look beyond their existing business strategies.
Social implications
As a strategic response to severe disruption of institutions, markets and service offerings, imposed service innovations afford opportunities to implement transformation and enhance well-being. This novel strategic lens foregrounds a societal account of service innovation, emphasizing societal relevance and context beyond the challenges of business viability alone.
Originality/value
While extant service innovation research has commonly focused on discretionary activities that enable differentiation and growth, imposed service innovations represent actions for resilience and renewal.
Purpose
Service design is a multidisciplinary approach that plays a key role in fostering service innovation. However, the lack of a comprehensive understanding of its multiple perspectives hampers this potential to be realized. Through an activity theory lens, the purpose of this paper is to examine core areas that inform service design, identifying shared concerns and complementary contributions.
Design/methodology/approach
The study involved a literature review in two stages, followed by a qualitative study based on selected focus groups. The first literature review identified core areas that contribute to service design. Based on this identification, the second literature review examined 135 references suggested by 13 world-leading researchers in this field. These references were qualitatively analyzed using the NVivo software. Results were validated and complemented by six multidisciplinary focus groups with service research centers in five countries.
Findings
Six core areas were identified and characterized as contributing to service design: service research, design, marketing, operations management, information systems and interaction design. Data analysis shows the various goals, objects, approaches and outcomes that multidisciplinary perspectives bring to service design, supporting them to enable service innovation.
Practical implications
This paper supports service design teams to better communicate and collaborate by providing an in-depth understanding of the multiple contributions they can integrate to create the conditions for new service.
Originality/value
This paper identifies and examines the core areas that inform service design, their shared concerns, complementarities and how they contribute to foster new forms of value co-creation, building a common ground to advance this approach and leverage its impact on service innovation.
Purpose: The purpose of this paper is to analyze how service design practices reshape mental models to enable innovation. Mental models are actors’ assumptions and beliefs that guide their behavior and interpretation of their environment.
Approach: This paper offers a conceptual framework for innovation in service ecosystems through service design that connects the macro view of innovation as changing institutional arrangements with the micro view of innovation as reshaping actors’ mental models. Furthermore, through an 18-month ethnographic study of service design practices in the context of healthcare, how service design practices reshape mental models to enable innovation is investigated.
Findings: This research highlights that service design reshapes mental models through the practices of sensing surprise, perceiving multiples, and embodying alternatives. This paper delineates the enabling conditions for these practices to occur, such as coaching, diverse participation, and supportive physical materials.
Research Implications: This study brings forward the underappreciated role of actors’ mental models in innovation. It highlights that innovation in service ecosystems is not simply about actors making changes to their external context but also actors shifting their own assumptions and beliefs.
Practical Implications: This paper offers insights for service managers and service designers interested in supporting innovation on how to catalyze shifts in actors’ mental models by creating the conditions for specific service design practices.
Originality/Value: This article is the first to shed light on the central role of actors’ mental models in innovation and identify the service design practices that reshape mental models.
Keywords: innovation, mental models, service design, service ecosystems, institutional work, institutional arrangements
Article type: research paper
Link to the proceedings: http://www.dmi.org/ADMC2016Proceedings
Here is the introductory chapter to the book. If you have other requests, send me an email to paivi.eriksson@uef.fi
Purpose
– Firms face high velocity conditions today that render product market strategies increasingly temporal. Strategic flexibility is critical for enabling rapid adaptation to a changing environment. At the same time, managerial commitment to product‐market strategy signifies the extent to which a manager comprehends and supports the strategy and reflects a necessary sense of ownership for any chosen product‐market strategy. The purpose of this paper, then, is to examine strategically ambidextrous firms through the twin lenses of flexibility and commitment to determine whether performance benefits accrue from such characteristics.
Design/methodology/approach
– While traditional research streams examine strategic flexibility and commitment to product‐market strategy as opposing ends of a continuum, this paper adopts a broader perspective and examines strategic flexibility and commitment to product‐market strategy as elements of strategically ambidextrous firms. Cluster analysis is used to identify groups of high and low strategically ambidextrous firms.
Findings
– Strategically ambidextrous firms exhibit commitment to product‐market strategy, which enables the effective realisation of selected strategies through focusing managerial attention and firm resources, and strategic flexibility, which enables adaptation of the planned product‐market strategy based on feedback received, or abandonment followed by new strategic choices and impetus. The paper reveals that firms with high strategic ambidexterity exhibit significantly greater levels of strategic resources, decentralisation, product‐market strategy process effectiveness, and implementation effectiveness compared with low ambidexterity firms. Thus, strategic ambidexterity is revealed to endow significant performance benefits.
Originality/value
– This paper addresses the need to examine ambidexterity as “flexible commitment”.
Sharing is a phenomenon as old as humankind, while collaborative consumption and the “sharing economy” are phenomena born of the Internet age. This paper compares sharing and collaborative consumption and finds that both are growing in popularity today. Examples are given and an assessment is made of the reasons for the current growth in these practices and their implications for businesses still using traditional models of sales and ownership. The old wisdom that we are what we own, may need modifying to consider forms of possession and uses that do not involve ownership.
In many service design projects, co-design is seen as critical to success and a range of benefits are attributed to co-design. In this paper, we present an overview of benefits of co-design in service design projects, in order to help the people involved to articulate more precisely and realistically which benefits to aim for. Based on a literature review and a discussion of three service design projects, we identified three types of benefits: for the service design project; for the service’s customers or users; and for the organization(s) involved. These benefits are related to improving the creative process, the service, project management, or longer-term effects. We propose that the people involved
in co-design first identify the goals of the service design project and then align their co-design activities, and the associated benefits, to these goals. The paper closes with a brief discussion on the need for developing ways to monitor and evaluate whether the intended benefits are indeed realized, and the need to assess and take into account the costs and risks of co-design.
The authors of this volume (Ilpo Koskinen, John Zimmerman, Thomas Binder, Johan Redstrom, and Stephan Wensveen) argue that design research needs more than mathematics: it needs many other vocabularies as well, including art, cultural studies, anthropology, cognitive psychology, and communication. The book is clearly written and helpfully designed, with focused case studies and incisive cartoon-like summaries of key concepts. The reference section is extensive and truly useful: international in scope and broadly multidisciplinary. The authors, all academics, work in art, design, computer science, social science, filmmaking, engineering, and philosophy.
The area of consumer cocreation is in its infancy and many aspects are not well understood. In this article, we outline and discuss a conceptual framework that focuses on the degree of consumer cocreation in new product development (NPD). The authors examine (a) the major stimulators and impediments to this process, (b) the impact of cocreation at each stage of the NPD process, and (c) the various firm-related and consumer-related outcomes. A number of areas for future research are suggested.
- This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The .second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.
The overall aim of this study is to explore the potential of Design Thinking to bring value to small firms through ambidexterity, which is essential to firms’ performance and survival. Specifically, we investigate how Design Thinking can benefit ambidextrous dynamics between small- and medium-sized enterprise (SME) managers’ entrepreneurial and administrative mindsets. The empirical foundation of our study is in-depth qualitative data on 24 SME managers who participated in a two-year research project driven by Design Thinking. The study reveals that Design Thinking does put into motion the managers’ ambidextrous thinking. Some Design Thinking principles reinforce entrepreneurial thinking, some administrative management thinking, while others, again reinforce flexible ambidextrous management thinking.
Purpose – This viewpoint article synthesizes the widespread economic impact of the outbreak of COVID-19 and presents a new concept, service mega-disruptions (SMDs), that refer to fast moving market disturbances at a massive scale caused by a pandemic. The purpose of this viewpoint article is to offer a framework to recognize the impact of SMDs on service ecosystems, and a call to action for service researchers in light of the COVID-19 outbreak.
Design/methodology/approach – The viewpoint presents an overview of massive market
disturbances that we observe across multiple service sectors based on current news reports. It then develops themes for timely and actionable research for service scholars.
Findings – The outbreak of COVID-19 demonstrates that both service industries and the service research community face a new reality, something that we are not well-prepared to handle. A new framework is needed to understand the impact of such virus outbreaks, and current service marketing concepts need to be re-investigated from a new perspective.
Originality/value – This paper contributes to the literature and service research community by addressing the phenomenon of service mega-disruptions (SMDs) by curating a framework and collection of research themes to understand what we observe and what we need to learn to do better in the future.
Get a copy here: https://eprints.qut.edu.au/200181/
Rapidly evolving, emerging digital technologies create opportunities for
organizations, but simultaneously, organizations are hesitant to embed and
deploy novel digital technologies in their activities. Organizations consider that
novel digital technologies contain uncertainties and that the process of digital
transformation is multifaceted and complex. This dissertation investigates
organizations’ digital transformation (ODT) and examines the elements that
improve robust deployment of novel digital technologies within organizations.
This dissertation based on qualitative research methods contributes to the
literature on ODT and draws on findings from selected research papers. This
dissertation presents a proposed framework for ODT formulated around four
main dimensions: strategy, technology, governance, and stakeholders, each
complemented by sub-elements. The ODT framework’s dimensions and subelements have interlinked relationships, and the objective of the framework is to
provide a systematic approach to carrying out ODT in an effective way. The
strategy dimension highlights top management’s long-term commitment and
involvement in creating digital leadership and cultures that increase
organizations’ digital maturity to deliver digital transformation. The strategy
dimension acknowledges digital technologies’ impacts on organizations’
processes and structures and evaluates the investment needs, risks, and
disruptiveness caused by novel technologies in business models and value
networks. The technology dimension focuses on digital technologies and the
creation of technology experimental practices embedded in either organizations’
current activities or separate business units. The technology dimension supports
organizations in discovering testable business cases and considering vertical and
horizontal scopes and data collection. The governance dimension refers to the
robust deployment of novel digital technologies by setting measurable indicators
to monitor the outcomes of digital transformation. Finally, the stakeholder
dimension encompasses the relevant stakeholders, business models, and value
propositions of ODT.
This book presents a disciplined, qualitative exploration of case study methods by drawing from naturalistic, holistic, ethnographic, phenomenological and biographic research methods. Robert E. Stake uses and annotates an actual case study to answer such questions as: How is the case selected? How do you select the case which will maximize what can be learned? How can what is learned from one case be applied to another? How can what is learned from a case be interpreted? In addition, the book covers: the differences between quantitative and qualitative approaches; data-gathering including document review; coding, sorting and pattern analysis; the roles of the researcher; triangulation; and reporting.
In this article, we will introduce a co-design method called Storytelling Group that has been developed and tested in three service design cases. Storytelling Group combines collaborative scenario building and focus group discussions. It inspires service design by providing different types of user information: a fictive story of a customer journey is created to illustrate a ‘what if’ world, users tell real-life stories about their service experiences, users come up with new service ideas, and they are also asked about their opinions and attitudes in a focus-group type of discussion. The method was developed for service design cases where a longer time perspective has an important role. Moreover, the method is a quick start for actual design work but still includes users in the process.
The strength of any confirmatory research method depends on two factors. First, the relationship between theory and method, and, second, how the researcher attends to the potential weaknesses of the method. Case research has typically been criticized as lacking objectivity and methodological rigor. As such, case research has been thought to be applicable to exploratory research. By addressing the traditional criticisms of case research, a systematic case methodology is developed that can be useful for testing theory. Central to this confirmatory case method are three elements. First, the research must begin with hypotheses developed by theory. Second, the research design must be logical and systematic. Third, findings must be independently evaluated. By designing research projects around these aspects, case studies become theory-based, systematic, rigorous, and more objective. As such, case research can provide marketers with one more tool to investigate business-to-business marketing phenomena.
Creating Scenarios for Regional Projects: Service design for multifunctional and collaborative food networks
- D Cantù
- G Simeone
Cantù, D., & Simeone, G. (2012, September). Creating Scenarios for Regional Projects: Service design
for multifunctional and collaborative food networks. In Conference Proceedings; ServDes. 2010;
What are service design tools?
- M Cramer
Cramer, M. (2021). What are service design tools? (Guide part 3). Retrieved from:
https://www.smaply.com/blog/service-design-tools-methods. Last accessed on 30.11.21
Rebuilding Europe. The cultural and creative economy before and after the COVID-19 crisis
- Ey
EY (2021). Rebuilding Europe. The cultural and creative economy before and after the COVID-19 crisis.
Available: https://1761b814-bfb6-43fc-9f9a-775d1abca7ab.filesusr.com/ugd/4b2ba2_8bc0958c15d9495e9d19f25ec6c0a6f8.pdf
Change through Service Design-Service Prototyping as a Tool for Learning and Transformation
- E Kuure
- S Miettinen
- M Alhonsuo
Kuure, E., Miettinen, S., & Alhonsuo, M. (2014). Change through Service Design-Service Prototyping
as a Tool for Learning and Transformation.
Eksploraatio ja eksploitaatio tuote-markkinastrategian sopeuttamisen välineenä
- K Luokkanen-Rabetino
Luokkanen-Rabetino, K. (2015). Eksploraatio ja eksploitaatio tuote-markkinastrategian sopeuttamisen välineenä. [Exploitation and exploration as tools to adapt product-market strategy.] Acta Wasaensia 338 (doctoral dissertation). University of Vaasa, Finland.