Journal of Service ManagementTable of Contents for Journal of Service Management. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1757-5818/vol/35/iss/6?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJournal of Service ManagementEmerald Publishing LimitedJournal of Service ManagementJournal of Service Managementhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/01b37a6e42400ac4245fa6cba93b5872/urn:emeraldgroup.com:asset:id:binary:josm.cover.jpghttps://www.emerald.com/insight/publication/issn/1757-5818/vol/35/iss/6?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAcquisition as a mode for servitisation: servitisation integration and consequenceshttps://www.emerald.com/insight/content/doi/10.1108/JOSM-08-2022-0255/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWhile existing literature extensively explores manufacturing firms expanding into services, little is known about the modes of servitisation, the means by which they carry it out. This paper concentrates on acquisitions as a mode of servitisation. Post-acquisition integration is when the potential of an acquisition is realised. The paper therefore aims to categorise types of integrations following the acquisition of servitised firms and discusses their consequences for servitisation. The empirical part of the paper is based on two case studies, each involving the acquisition of servitised firms. Both acquirers changed their integration approach over time. The paper conceptualises three types of integrations: rhetorical, insulated and transformative integrations, indicating whether and how the acquirer becomes servitised following the integration. These highlight the analysis of integration based on business models and customer orientation in relation to servitisation. This paper contributes to research on servitisation by emphasising acquisitions as a mode of servitisation and conceptualising three integration types related to business models and customer orientations. Furthermore, the paper highlights how an acquirer's servitisation leads to new offerings targeting new customers, as opposed to strengthening existing relationships.Acquisition as a mode for servitisation: servitisation integration and consequences
Christina Öberg
Journal of Service Management, Vol. 35, No. 6, pp.1-21

While existing literature extensively explores manufacturing firms expanding into services, little is known about the modes of servitisation, the means by which they carry it out. This paper concentrates on acquisitions as a mode of servitisation. Post-acquisition integration is when the potential of an acquisition is realised. The paper therefore aims to categorise types of integrations following the acquisition of servitised firms and discusses their consequences for servitisation.

The empirical part of the paper is based on two case studies, each involving the acquisition of servitised firms. Both acquirers changed their integration approach over time.

The paper conceptualises three types of integrations: rhetorical, insulated and transformative integrations, indicating whether and how the acquirer becomes servitised following the integration. These highlight the analysis of integration based on business models and customer orientation in relation to servitisation.

This paper contributes to research on servitisation by emphasising acquisitions as a mode of servitisation and conceptualising three integration types related to business models and customer orientations. Furthermore, the paper highlights how an acquirer's servitisation leads to new offerings targeting new customers, as opposed to strengthening existing relationships.

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Acquisition as a mode for servitisation: servitisation integration and consequences10.1108/JOSM-08-2022-0255Journal of Service Management2023-12-26© 2023 Christina ÖbergChristina ÖbergJournal of Service Management3562023-12-2610.1108/JOSM-08-2022-0255https://www.emerald.com/insight/content/doi/10.1108/JOSM-08-2022-0255/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Christina Öberghttp://creativecommons.org/licences/by/4.0/legalcode
Is webcare good for business? A study of the effect of managerial response strategies to online reviews on hotel bookingshttps://www.emerald.com/insight/content/doi/10.1108/JOSM-05-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEngaging in webcare, i.e. responding to online reviews, can positively affect consumer attitudes, intentions and behavior. Research is often scarce or inconsistent regarding the effects of specific webcare strategies on business performance. Therefore, this study tests whether and how several webcare strategies affect hotel bookings. We apply machine learning classifiers to secondary data (webcare messages) to classify webcare variables to be included in a regression analysis looking at the effect of these strategies on hotel bookings while controlling for possible confounds such as seasonality and hotel-specific effects. The strategies that have a positive effect on bookings are directing reviewers to a private channel, being defensive, offering compensation and having managers sign the response. Webcare strategies to be avoided are apologies, merely asking for more information, inviting customers for another visit and adding informal non-verbal cues. Strategies that do not appear to affect future bookings are expressing gratitude, personalizing and having staff members (rather than managers) sign webcare. These findings help managers optimize their webcare strategy for better business results and develop automated webcare. We look into several commonly used and studied webcare strategies that affect actual business outcomes, being that most previous research studies are experimental or look into a very limited set of strategies.Is webcare good for business? A study of the effect of managerial response strategies to online reviews on hotel bookings
Ana Isabel Lopes, Edward C. Malthouse, Nathalie Dens, Patrick De Pelsmacker
Journal of Service Management, Vol. 35, No. 6, pp.22-41

Engaging in webcare, i.e. responding to online reviews, can positively affect consumer attitudes, intentions and behavior. Research is often scarce or inconsistent regarding the effects of specific webcare strategies on business performance. Therefore, this study tests whether and how several webcare strategies affect hotel bookings.

We apply machine learning classifiers to secondary data (webcare messages) to classify webcare variables to be included in a regression analysis looking at the effect of these strategies on hotel bookings while controlling for possible confounds such as seasonality and hotel-specific effects.

The strategies that have a positive effect on bookings are directing reviewers to a private channel, being defensive, offering compensation and having managers sign the response. Webcare strategies to be avoided are apologies, merely asking for more information, inviting customers for another visit and adding informal non-verbal cues. Strategies that do not appear to affect future bookings are expressing gratitude, personalizing and having staff members (rather than managers) sign webcare.

These findings help managers optimize their webcare strategy for better business results and develop automated webcare.

We look into several commonly used and studied webcare strategies that affect actual business outcomes, being that most previous research studies are experimental or look into a very limited set of strategies.

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Is webcare good for business? A study of the effect of managerial response strategies to online reviews on hotel bookings10.1108/JOSM-05-2023-0219Journal of Service Management2024-02-08© 2024 Ana Isabel Lopes, Edward C. Malthouse, Nathalie Dens and Patrick De PelsmackerAna Isabel LopesEdward C. MalthouseNathalie DensPatrick De PelsmackerJournal of Service Management3562024-02-0810.1108/JOSM-05-2023-0219https://www.emerald.com/insight/content/doi/10.1108/JOSM-05-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Ana Isabel Lopes, Edward C. Malthouse, Nathalie Dens and Patrick De Pelsmackerhttp://creativecommons.org/licences/by/4.0/legalcode
Blending access-based services and triadic frameworks: an empirical evaluation of Packaging-as-a-Servicehttps://www.emerald.com/insight/content/doi/10.1108/JOSM-07-2023-0303/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestRecently emerged Packaging-as-a-Service (PaaS) systems adopt aspects of access-based services and triadic frameworks, which have typically been treated as conceptually separate. The purpose of this paper is to investigate the implications of blending the two in what we call “access-based triadic systems,” by empirically evaluating intentions to adopt PaaS systems for takeaway food among restaurants and consumers. We derived relevant attributes of PaaS systems from a qualitative pre-study with restaurants and consumers. Next, we conducted two factorial survey experiments with restaurants (N = 176) and consumers (N = 245) in Germany to quantitatively test the effects of those system attributes on their adoption intentions. This paper highlights that the role of access-based triadic system providers as both the owners of shared assets and the operators of a triadic system is associated with a novel set of challenges and opportunities: System providers need to attract a critical mass of business and end customers while balancing asset protection and system complexity. At the same time, asset ownership introduces opportunities for improved quality control and differentiation from competition. Conceptually, this paper extends research on access-based services and triadic frameworks by describing an unexplored hybrid form of non-ownership consumption we call “access-based triadic systems.” Empirically, this paper addresses the need to account for the demands of two distinct target groups in triadic systems and demonstrates how factorial survey experiments can be leveraged in this field.Blending access-based services and triadic frameworks: an empirical evaluation of Packaging-as-a-Service
Stefanie Fella, Christoph Ratay
Journal of Service Management, Vol. 35, No. 6, pp.42-65

Recently emerged Packaging-as-a-Service (PaaS) systems adopt aspects of access-based services and triadic frameworks, which have typically been treated as conceptually separate. The purpose of this paper is to investigate the implications of blending the two in what we call “access-based triadic systems,” by empirically evaluating intentions to adopt PaaS systems for takeaway food among restaurants and consumers.

We derived relevant attributes of PaaS systems from a qualitative pre-study with restaurants and consumers. Next, we conducted two factorial survey experiments with restaurants (N = 176) and consumers (N = 245) in Germany to quantitatively test the effects of those system attributes on their adoption intentions.

This paper highlights that the role of access-based triadic system providers as both the owners of shared assets and the operators of a triadic system is associated with a novel set of challenges and opportunities: System providers need to attract a critical mass of business and end customers while balancing asset protection and system complexity. At the same time, asset ownership introduces opportunities for improved quality control and differentiation from competition.

Conceptually, this paper extends research on access-based services and triadic frameworks by describing an unexplored hybrid form of non-ownership consumption we call “access-based triadic systems.” Empirically, this paper addresses the need to account for the demands of two distinct target groups in triadic systems and demonstrates how factorial survey experiments can be leveraged in this field.

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Blending access-based services and triadic frameworks: an empirical evaluation of Packaging-as-a-Service10.1108/JOSM-07-2023-0303Journal of Service Management2024-03-05© 2024 Stefanie Fella and Christoph RatayStefanie FellaChristoph RatayJournal of Service Management3562024-03-0510.1108/JOSM-07-2023-0303https://www.emerald.com/insight/content/doi/10.1108/JOSM-07-2023-0303/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Stefanie Fella and Christoph Ratayhttp://creativecommons.org/licences/by/4.0/legalcode
Agencement of onlife and phygital: smart tech–enabled value co-creation practiceshttps://www.emerald.com/insight/content/doi/10.1108/JOSM-03-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn this article, we reflect on how smart technology is transforming service research discourses about service innovation and value co-creation. We adopt the concept of technology smartness’ to refer to the ability of technology to sense, adapt and learn from interactions. Accordingly, we seek to address how smart technologies (i.e. cognitive and distributed technology) can be powerful resources, capable of innovating in relation to actors’ agency, the structure of the service ecosystem and value co-creation practices. This conceptual article integrates evidence from the existing theories with illustrative examples to advance research on service innovation and value co-creation. Through the performative utterances of new tech words, such as onlife and materiality, this article identifies the emergence of innovative forms of agency and structure. Onlife agency entails automated, relational and performative forms, which provide for new decision-making capabilities and expanded opportunities to co-create value. Phygital materiality pertains to new structural features, comprised of new resources and contexts that have distinctive intelligence, autonomy and performativity. The dialectic between onlife agency and phygital materiality (structure) lies in the agencement of smart tech–enabled value co-creation practices based on the notion of becoming that involves not only resources but also actors and contexts. This paper proposes a novel conceptual framework that advances a tech-based ecology for service ecosystems, in which value co-creation is enacted by the smartness of technology, which emerges through systemic and performative intra-actions between actors (onlife agency), resources and contexts (phygital materiality and structure).Agencement of onlife and phygital: smart tech–enabled value co-creation practices
Cristina Mele, Tiziana Russo-Spena
Journal of Service Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

In this article, we reflect on how smart technology is transforming service research discourses about service innovation and value co-creation. We adopt the concept of technology smartness’ to refer to the ability of technology to sense, adapt and learn from interactions. Accordingly, we seek to address how smart technologies (i.e. cognitive and distributed technology) can be powerful resources, capable of innovating in relation to actors’ agency, the structure of the service ecosystem and value co-creation practices.

This conceptual article integrates evidence from the existing theories with illustrative examples to advance research on service innovation and value co-creation.

Through the performative utterances of new tech words, such as onlife and materiality, this article identifies the emergence of innovative forms of agency and structure. Onlife agency entails automated, relational and performative forms, which provide for new decision-making capabilities and expanded opportunities to co-create value. Phygital materiality pertains to new structural features, comprised of new resources and contexts that have distinctive intelligence, autonomy and performativity. The dialectic between onlife agency and phygital materiality (structure) lies in the agencement of smart tech–enabled value co-creation practices based on the notion of becoming that involves not only resources but also actors and contexts.

This paper proposes a novel conceptual framework that advances a tech-based ecology for service ecosystems, in which value co-creation is enacted by the smartness of technology, which emerges through systemic and performative intra-actions between actors (onlife agency), resources and contexts (phygital materiality and structure).

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Agencement of onlife and phygital: smart tech–enabled value co-creation practices10.1108/JOSM-03-2023-0113Journal of Service Management2024-03-12© 2024 Cristina Mele and Tiziana Russo-SpenaCristina MeleTiziana Russo-SpenaJournal of Service Managementahead-of-printahead-of-print2024-03-1210.1108/JOSM-03-2023-0113https://www.emerald.com/insight/content/doi/10.1108/JOSM-03-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Cristina Mele and Tiziana Russo-Spenahttp://creativecommons.org/licences/by/4.0/legalcode
Leveraging artificial intelligence in firm-generated online customer communities: a framework and future research agendahttps://www.emerald.com/insight/content/doi/10.1108/JOSM-10-2023-0443/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn an era where complex technological advances increasingly govern service delivery, it is incumbent on service firms to pioneer innovative strategies to sustain customer engagement and cultivate loyalty. This conceptual paper examines the transformative potential of artificial intelligence (AI) in the realm of online customer communities, with a particular focus on its creation, management and enhancement facets. The authors explore how AI can revolutionize the dynamics of customer interaction, feedback mechanisms and overall engagement within the service industry. This conceptual paper draws from marketing and management literature focusing on customer communities and AI in service and customer engagement contexts with a robust future research agenda. A classification of online customer community engagement is provided along with a conceptual framework to guide our understanding of the integration of AI into online customer communities. This exploration underscores the imperative for service firms to embrace AI-driven approaches to online customer community management, not only as a means to optimize their operations but as a vital strategy to stay competitive in the ever-evolving digital landscape. This paper examines the novel combination of AI with online customer communities and provides the framework in the form of an input-process-output (IPO) model for future research into this integration.Leveraging artificial intelligence in firm-generated online customer communities: a framework and future research agenda
Candice L. Marti, Huimin Liu, Gurpreet Kour, Anil Bilgihan, Yu Xu
Journal of Service Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

In an era where complex technological advances increasingly govern service delivery, it is incumbent on service firms to pioneer innovative strategies to sustain customer engagement and cultivate loyalty. This conceptual paper examines the transformative potential of artificial intelligence (AI) in the realm of online customer communities, with a particular focus on its creation, management and enhancement facets. The authors explore how AI can revolutionize the dynamics of customer interaction, feedback mechanisms and overall engagement within the service industry.

This conceptual paper draws from marketing and management literature focusing on customer communities and AI in service and customer engagement contexts with a robust future research agenda.

A classification of online customer community engagement is provided along with a conceptual framework to guide our understanding of the integration of AI into online customer communities.

This exploration underscores the imperative for service firms to embrace AI-driven approaches to online customer community management, not only as a means to optimize their operations but as a vital strategy to stay competitive in the ever-evolving digital landscape. This paper examines the novel combination of AI with online customer communities and provides the framework in the form of an input-process-output (IPO) model for future research into this integration.

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Leveraging artificial intelligence in firm-generated online customer communities: a framework and future research agenda10.1108/JOSM-10-2023-0443Journal of Service Management2024-03-20© 2024 Emerald Publishing LimitedCandice L. MartiHuimin LiuGurpreet KourAnil BilgihanYu XuJournal of Service Managementahead-of-printahead-of-print2024-03-2010.1108/JOSM-10-2023-0443https://www.emerald.com/insight/content/doi/10.1108/JOSM-10-2023-0443/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited