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In this article, we examine the historical and cultural foundations of Nordic states’ strong contemporary social indicators to understand whether their successes can be replicated in other contexts.

We draw on a range of academic literature to frame a comparison of two regions’ cultural and theological roots, identifying contrasts to make arguments about prescriptions for contemporary welfare policy.

We find Nordic history contributes to a duty-based culture with strong cohesion and social trust. These cultural norms make palatable welfare policies with strong activation measures, while the US model prefers to avoid the latter because of its strong cultural orientation to rights and autonomy.

To mitigate differences between the Nordic states and other cultural contexts, policymakers seeking to replicate Nordic welfare successes should consider welfare programming that combines stronger activation policies with oversight and relational components that mitigate gaps in social cohesion.

We uniquely bring together the literature on comparative welfare policy and on religion and culture to understand the precursors of contemporary attitudes and their implications for welfare policy prescriptions.

This study aims to explore the drivers (i.e. service innovation, service exchange, customer wellbeing and employee wellbeing) and organizational culture in the service ecosystem in the hospitality sector.

This study adopted a quantitative approach by collecting data from employees and customers of the top 10 hotels (identified from three major websites, i.e. Goibibo, Trivago and MakeMyTrip) functional in Jammu city, North India. Exploratory factor analysis, confirmatory factor analysis and partial least square analysis are used to analyse the data.

The study findings reveal that among the four drivers (i.e., service innovation, service exchange, employee wellbeing and customer wellbeing) customer wellbeing shows a strong impact and significant impact on the service ecosystem. Following this, the study also exhibits that organizational culture significantly moderates the relationship between service innovation and the service ecosystem. However, it does not show any moderating influence among the other drivers of the service ecosystem.

This study is conducted only in the top 10 hotels (three and four stars) of Jammu city, North India, which might not represent all Indian hotels.

The study contributes by establishing the role of four service ecosystem drivers, namely service innovation, service exchange, employee wellbeing and customer wellbeing. Following this, the study empirically tested and validated the service ecosystem framework in the context of north Indian hotels. The study also establishes the significant role of organizational culture, particularly group culture and hierarchy culture, in strengthening the service ecosystem.