Access the full text.
Sign up today, get DeepDyve free for 14 days.
A. Gurumurthy, R. Kodali (2011)
Design of lean manufacturing systems using value stream mapping with simulationJournal of Manufacturing Technology Management, 22
(2001)
Social research methods, Prentice-Hall, Upper Saddle River, New Jersey
K. Knorr Cetina
Sociality with objects: social relations in postsocial knowledge societies
C. Prahalad, R. Bettis (1986)
The dominant logic: A new linkage between diversity and performanceSouthern Medical Journal, 7
Kathryn Henderson (1998)
On Line and On Paper: Visual Representations, Visual Culture, and Computer Graphics in Design Engineering
Ulrika Westergren (2011)
Disentangling sociomateriality: an exploration of remote monitoring systems in interorganizational networks
(1863)
Political Economy 5 th ed. Charles GrifMin and Co
Katrin Jonsson (2010)
Digitalized industrial equipment: an investigation of remote diagnostics services
A. Stinchcombe (2019)
Information and Organizations
G. Byrne, D. Dornfeld, I. Inasaki, G. Ketteler, W. König, R. Teti (1995)
Tool Condition Monitoring (TCM) — The Status of Research and Industrial ApplicationCIRP Annals, 44
D. Dooley
Social Research Methods
Steven Alter (2008)
Service system fundamentals: Work system, value chain, and life cycleIBM Syst. J., 47
S.L. Vargo, R.F. Lusch
The four service marketing myths: remnants of the goods‐based, marketing model
(2002)
From solutions to symbiosis: Blending with your customers
B. Johns, W. Hogan (1961)
A THEORY OF THE GROWTH OF THE FIRMEconomic Record, 37
P. Hill (1999)
Tangibles, intangibles and services: a new taxonomy for the classification of outputCanadian Journal of Economics, 32
C. Gronroos (1994)
From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in MarketingAustralasian Marketing Journal, 2
Adam Smith, A. Skinner (1997)
The wealth of nations : books I-III
A. Payne, K. Storbacka, Pennie Frow (2008)
Managing the co-creation of valueJournal of the Academy of Marketing Science, 36
R.R. Anafieva (2021)
Marketing managementTRENDS IN THE DEVELOPMENT OF SCIENCE AND EDUCATION
K. Eisenhardt, Melissa Graebner (2007)
Theory Building From Cases: Opportunities And ChallengesAcademy of Management Journal, 50
T. Baines, H. Lightfoot, Steve Evans, A. Neely, R. Greenough, J. Peppard, R. Roy, E. Shehab, A. Braganza, A. Tiwari, J. Alcock, J. Angus, Marko Bastl, A. Cousens, P. Irving, Mark Johnson, J. Kingston, Helen Lockett, V. Martinez, P. Michele, D. Tranfield, I. Walton, Hugh Wilson (2007)
State-of-the-art in product-service systemsProceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture, 221
K. Kitchener
Cognition, meta‐cognition, and epistemic cognition: a three‐level model of cognitive processing
S. Vargo, R. Lusch (2004)
The Four Service Marketing MythsJournal of Service Research, 6
J. Mills, G. Parry, Valerie Purchase (2011)
Understanding the clients aspirations and fears
A. Walter, Thomas Ritter, H. Gemünden (2001)
Value Creation in Buyer–Seller Relationships: Theoretical Considerations and Empirical Results from a Supplier's PerspectiveIndustrial Marketing Management, 30
R.K. Yin
Case Study Research, Applied Social Research Methods Series
John Deighton, Das Narayandas (2004)
Commentary on "Evolving to a New Dominant Logic in Marketing"
P. Kotler (1972)
Marketing Management: Analysis, Planning, Implementation and Control
H. Chesbrough, R. Rosenbloom (2002)
The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off CompaniesIndustrial and Corporate Change, 11
Steven Alter (2010)
Viewing Systems as Services: A Fresh Approach in the IS FieldCommun. Assoc. Inf. Syst., 26
J. Gibson (1979)
The Ecological Approach to Visual Perception
A. Davies, T. Brady, M. Hobday (2006)
Charting a path toward integrated solutionsMIT Sloan Management Review, 47
(2011)
Analyzing a complex service enterprise
Yufeng Zhang, M. Gregory (2011)
Managing global network operations along the engineering value chainInternational Journal of Operations & Production Management, 31
G. Cole (1942)
The Social FrameworkNature, 150
H. Collins (1986)
Value‐added servicesFacilities, 4
三嶋 博之 (2008)
The theory of affordances
I.C.L. Ng, G. Briscoe
Value, variety and viability: designing for co‐creation in a complex system of direct and indirect (goods) service value proposition
(2012)
An integrative framework of value,” paper presented at the 12th International Research Conference in Service Management, 29 May – 1 June, La Londe les Maures, France
(1981)
Managing Diversification: The General Management Perspective, Macmillan
Rajeev Sawhney, C. Piper (2002)
Value creation through enriched marketing–operations interfaces: an empirical study in the printed circuit board industryJournal of Operations Management, 20
G. Parry, L. Newnes, Xiaoxi. Huang (2011)
Goods, Products and Services
K. Cetina (1998)
German Translation of Sociality with Objects. Social Relations in Postsocial Knowledge Societies
Adam Rehorn, Adam Rehorn, Jin Jiang, P. Orban, E. Bordatchev (2005)
Erratum to: State-of-the-art methods and results in tool condition monitoring: a reviewThe International Journal of Advanced Manufacturing Technology, 26
S. Vandermerwe, J. Rada (1988)
Servitization of business : Adding value by adding servicesEuropean Management Journal, 6
G. Day, John Deighton, Das Narayandas, E. Gummesson, S. Hunt, C. Prahalad, R. Rust, Steven Shugan (2004)
Invited Commentaries on "Evolving to a New Dominant Logic for Marketing"Journal of Marketing, 68
Fawaz Abdulmalek, J. Rajgopal (2007)
Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case studyInternational Journal of Production Economics, 107
M. Davis, J. Spohrer, P. Maglio (2011)
Guest editorial: How technology is changing the design and delivery of servicesOperations Management Research, 4
E.A. Silver
Process management instead of operations management
Sali Li, A. Madhok, G. Plaschka, R. Verma (2006)
Supplier-Switching Inertia and Competitive Asymmetry: A Demand-Side PerspectiveDecis. Sci., 37
W.E. Jr Sasser, R.P. Olson, D.D. Wyckoff
Management of Service Operations
J.A. Constantin, R.F. Lusch
Understanding Resource Management
Rh Walker, Margaret Craig-Lees, R. Hecker, H. Francis (2000)
An investigation of reasons affecting customer adoption and rejection of technologically-facilitated means of service delivery: Research methodology and preliminary findings
C. Armistead, G. Clark (1991)
A Framework for Formulating After‐sales Support StrategyInternational Journal of Operations & Production Management, 11
S. Kiesler, L. Sproull (1982)
Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition.Administrative Science Quarterly, 27
J. Peppard (2001)
Bridging the gap between the IS organization and the rest of the business: plotting a routeInformation Systems Journal, 11
C. Grönroos (2004)
The relationship marketing process: communication, interaction, dialogue, valueJournal of Business & Industrial Marketing, 19
S.L. Vargo
Market systems, stakeholders and value propositions: toward a service‐dominant logic‐based theory of the market
R. Verma, G. Plaschka, Brian Hanlon, A. Livingston, K. Kalcher (2008)
Predicting customer choice in services using discrete choice analysisIBM Syst. J., 47
Irene Ng, G. Parry, R. Maull, D. McFarlane (2011)
Complex Engineering Service Systems: A Grand Challenge
B. Edvardsson, A. Gustafsson, I. Roos (2005)
Service portraits in service research: a critical reviewInternational Journal of Service Industry Management, 16
J. Tien, D. Berg (2003)
A case for service systems engineeringJournal of Systems Science and Systems Engineering, 12
J. Spohrer, P. Maglio, John Bailey, D. Gruhl (2007)
Steps toward a science of service systemsComputer, 40
P. Matthyssens, K. Vandenbempt (1998)
Creating competitive advantage in industrial servicesJournal of Business & Industrial Marketing, 13
Emma Macdonald, Hugh Wilson, V. Martinez, A. Toossi (2011)
Assessing value-in-use: A conceptual framework and exploratory studyIndustrial Marketing Management, 40
S. Vargo, R. Lusch (2014)
Service-Dominant Logic: What It Is, What It Is Not, What It Might Be
W. Yung, Daniel Chan (2003)
Application of value delivery system (VDS) and performance benchmarking in flexible business process reengineeringInternational Journal of Operations & Production Management, 23
O. Williamson, S. Winter (1992)
The Nature of the Firm: Origins, Evolution, and DevelopmentThe Economic Journal, 102
S. Vargo (2011)
Market systems, stakeholders and value propositionsEuropean Journal of Marketing, 45
Youngjin Yoo, K. Lyytinen (2005)
Editorial: Social impacts of ubiquitous computing: Exploring critical interactions between mobility, context and technologyInformation and Organization, 15
M. Bhatt (2011)
Service Management and Marketing
(2001)
Objectual practice " in
Irene Ng, G. Parry, P. Wild, D. McFarlane, P. Tasker (2011)
Complex engineering service systems: concepts and research
N.W. Senior
Political Economy
J. O'Shaughnessy, N. O'shaughnessy (2011)
Service‐dominant logic: a rejoinder to Lusch and Vargo's replyEuropean Journal of Marketing, 45
W. Raghupathi, Joseph Tan (2002)
Strategic IT applications in health careCommun. ACM, 45
R. Woodruff, S. Gardial (1996)
Know Your Customer: New Approaches to Understanding Customer Value and Satisfaction
K. Knorr Cetina
Objectual practice
M. Macintyre, G. Parry, Jannis Angelis (2011)
Service design and delivery
P. Maglio, J. Spohrer (2008)
Fundamentals of service scienceJournal of the Academy of Marketing Science, 36
S. Vargo, R. Lusch (2004)
Evolving to a New Dominant Logic for MarketingJournal of Marketing, 68
Richard Normann (2001)
Reframing Business: When the Map Changes the Landscape
A. Neely, J. Mills, K. Platts, H. Richards, M. Gregory, M. Bourne, M. Kennerley (2000)
Performance measurement system design: developing and testing a process‐based approachInternational Journal of Operations & Production Management, 20
R. Lusch (2011)
REFRAMING SUPPLY CHAIN MANAGEMENT: A SERVICE‐DOMINANT LOGIC PERSPECTIVEJournal of Supply Chain Management, 47
James Anderson, James Narus (1995)
Capturing the value of supplementary servicesHarvard Business Review, 73
R. Yin (1984)
Case Study Research: Design and Methods
Jennifer Chandler, S. Vargo (2011)
Contextualization and value-in-context: How context frames exchangeMarketing Theory, 11
(1994)
Understanding Resource Management, The Planning
S. Vargo (2009)
Toward a transcending conceptualization of relationship: a service‐dominant logic perspectiveJournal of Business & Industrial Marketing, 24
Richard Normann, R. Ramírez (1993)
From value chain to value constellation: designing interactive strategy.Harvard business review, 71 4
G. Walsham (1993)
Interpreting Information Systems in Organizations
R. Ramírez (1999)
Value co-production: intellectual origins and implications for practice and researchStrategic Management Journal, 20
A. Neely (2008)
Exploring the financial consequences of the servitization of manufacturingOperations Management Research, 1
S. Star, J. Griesemer (1989)
Institutional Ecology, `Translations' and Boundary Objects: Amateurs and Professionals in Berkeley's Museum of Vertebrate Zoology, 1907-39Social Studies of Science, 19
J. Whitney (1999)
Case Study ResearchJournal of Wound Ostomy and Continence Nursing, 26
Leon Higley, T. Huntington (2009)
Forensic Entomology: An Introduction, 46
Saligrama Agnihothri, Nagaraj Sivasubramaniam, D. Simmons (2002)
Leveraging technology to improve field serviceInternational Journal of Service Industry Management, 13
Frédéric Ponsignon, P. Smart, R. Maull (2011)
Service delivery system design: characteristics and contingenciesInternational Journal of Operations & Production Management, 31
D. Ballantyne, R. Varey (2008)
The service-dominant logic and the future of marketingJournal of the Academy of Marketing Science, 36
(2010)
Customer Choice Modeling in Hospitality Services: A Review of Past Research and Discussion of Some New Applications
A. Gurumurthy, R. Kodali
Design of lean manufacturing systems using value stream mapping with simulation: a case study
B. Garratt (1987)
Learning is the Core of Organisational Survival: Action Learning is the Key Integrating ProcessJournal of Management Development, 6
G. Shostack (1977)
Breaking Free from Product MarketingJournal of Marketing, 41
S. Vargo, R. Lusch (2008)
Service-dominant logic: continuing the evolutionJournal of the Academy of Marketing Science, 36
A. Smith
The Wealth of Nations
Hannah Noke, M. Hughes (2010)
Climbing the value chain: Strategies to create a new product development capability in mature SMEsInternational Journal of Operations & Production Management, 30
S. Johnstone, A. Dainty, A. Wilkinson (2009)
Integrating products and services through life: an aerospace experienceInternational Journal of Operations & Production Management, 29
Karen Kitchner (1983)
Cognition, Metacognition, and Epistemic CognitionHuman Development, 26
Scott Sampson, C. Froehle (2006)
Foundations and Implications of a Proposed Unified Services TheoryProduction and Operations Management, 15
H. Klein, M. Myers (1999)
A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information SystemsMIS Q., 23
J. Meredith (1998)
Building operations management theory through case and field researchJournal of Operations Management, 16
S. Vargo (2011)
Toward a service-dominant logic-based theory of the market
R. Paton (2004)
Two Pathways To Energy Efficiency: An Energy Star Case Study
J. Hartley (2004)
Case study research
S. Vargo, P. Maglio, M. Akaka (2008)
On value and value co-creation: A service systems and service logic perspectiveEuropean Management Journal, 26
I.C.L. Ng, L.A. Smith, S.L. Vargo
An integrative framework of value
E. Silver (2004)
OM Forum: Process Management Instead of Operations ManagementManuf. Serv. Oper. Manag., 6
D. Mollenkopf, R. Frankel, I. Russo (2011)
Creating value through returns management: Exploring the marketing–operations interfaceJournal of Operations Management, 29
(1978)
Management of Service Operations, Allyn and Bacon: Boston Senior, N.W
P. Green, V. Srinivasan (1990)
Conjoint Analysis in Marketing: New Developments with Implications for Research and PracticeJournal of Marketing, 54
J. Quinn (1992)
Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry
Lluís Arbós (2002)
Design of a rapid response and high efficiency service by lean production principles: Methodology and evaluation of variability of performanceInternational Journal of Production Economics, 80
J. Womack, D.T. Jones
Lean Thinking
K. Pawar, A. Beltagui, J. Riedel (2009)
The PSO triangle: designing product, service and organisation to create valueInternational Journal of Operations & Production Management, 29
P. Maglio, S. Vargo, N. Caswell, J. Spohrer (2008)
The service system is the basic abstraction of service scienceInformation Systems and e-Business Management, 7
R. Das
Managing Diversification: The General Management Perspective
Purpose – The purpose of this paper is to present a visualisation of the firm's offering from a service‐dominant logic (S‐DLogic) perspective. The case of Rolls‐Royce is presented as an avenue through which to explore an alternative view of the firm's value proposition, a visualisation informed by S‐DLogic that could aid organisations in their transition from goods‐dominant logic (G‐DLogic) to S‐DLogic. Design/methodology/approach – Through integration of an operations management approach in process mapping and design and simulation with choice modelling in business‐to‐business marketing, this paper operationalises some of the key aspects of S‐DLogic, most notably focusing on the constructs of value and resources. This is explored through a single case; Rolls‐Royce which provides access to a rich source of internal and customer data. Findings – The study finds that the S‐DLogic visualisation of the firm's value proposition in equipment‐based service consists of its contribution to 11 value‐creating activities towards value‐in‐use. The visualisation depicts both the highest possible bundle of benefits for the customer along with the resources and their costs associated with delivering those bundles. When brought together these enable the identification of the optimal bundle of value‐creating activities from both customer and firms' perspective. Originality/value – This paper provides empirical evidence of the difference between a G‐DLogic and S‐DLogic view of the firm's value proposition. In doing so, extending existing literature on S‐DLogic by contributing to a methodological and empirical gap. Notably, it makes abstract concepts of S‐DLogic concrete, providing a pathway for future empirical work and begins the process of systematising a methodology in S‐DLogic.
Journal of Service Management – Emerald Publishing
Published: Jun 22, 2012
Keywords: Service‐dominant logic; Value proposition; Value; Resources; Services; Asset valuation
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.