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Co-creation fosters customer’s involvement for innovation in products/services and is used as a tool to develop competitive edge for better entrepreneurship. Based on limited evidence, the study aims to examine the factors contributing to the co-creation and the relationship of co-creation with customer satisfaction.

A sample of 384 customers from selected banks in Pakistan was selected. The study adopted quantitative, explanatory and cross-sectional research design. Structural equation modeling is used for analysis.

The results revealed a positive and significant relationship between co-creation with customer satisfaction. Further results revealed that access to information, risk assessment and transparency have a positive relationship with co-creation for innovation. The study is significant for customers and management of banks to understand the implications of co-creation to increase customer satisfaction.

Few banks with a small number of customers were selected for the study.

Managers must consider customer’s access to information, risk assessment and transparency of information as necessary factors for co-creation that foster innovation and entrepreneurial opportunities because co-creation strengthens customer satisfaction.

Adopting the co-creation process brings long-lasting harmony between customers and banks, and customers may consider the banks as being socially responsible by inviting the opinions of their customers.

Model is re-tested in the context of Pakistani banks with selected variables affecting co-creation for innovation. Moreover, the relationship of co-creation with customer satisfaction is examined.

The purpose of this article was to provide an outline of the citation practices of “Evolving to a new dominant logic for marketing” by Vargo and Lusch (2004) to identify and discuss the most prominent research topics in which citations were used and to suggest future research based on the results of the analysis.

The authors used a comprehensive framework of citation practices based on iterations of previous literature to analyze the relevant literature, which they identified by accessing, systematically and rigorously, every available contribution matching a set of criteria. The authors then categorized these contributions and highlighted the main topics of research interest in each category.

The findings identify some of the factors in the continuous development of SDL, the way this new marketing logic permeated the scientific debate, the infusion of Vargo and Lusch (2004) into several contributions framed in the new logic or justified through it, and a general perception of a default reference. Additionally, the findings highlight the main topics of research interest in each category.

The analysis enabled the detection of the original paper's influence through advances in service studies, pollination into other fields of research and continuous scientific debate. The authors have highlighted several avenues for research and proposed future research directions.

This research analyzed the effects of the spread of the SDL cornerstone article and emphasized the advantage of using an in-depth approach to the analysis of studies through a framework applied to more than 4,600 studies.

This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the thematic shift towards service operations during this developmental phase and explores the role of social entrepreneurial organizations. It builds from the literature on service operations management and social entrepreneurship to promote theory in humanitarian operations management.

This exploratory study uses literature concepts and field data from multiple development case studies of social entrepreneurial organizations and social enterprises in Africa and the Middle East to analyze service operations.

Clear contributions to the role of social entrepreneurship in providing humanitarian and development services were identified and categorized according to service operations management stages.

This paper has important practical implications. The positioning of social entrepreneurial organizations as humanitarian service providers would open opportunities for new collaborations between donors and social organizations. Mainstream NGOs dominate the scene of servicing local communities; leaving aside social entrepreneurial organizations with substantial room for innovation that they might bring to the sector. In addition, social entrepreneurial organizations’ ability to build business models and design sustainability and scalability aspects for their operations may bring long-term development to impoverished communities. Global NGOs as well as government actors who carry out the first three stages of humanitarian operations could plan on working with (or even help creating) social entrepreneurial organizations to help with long-term recovery.

This study examines the implications of two bodies of literature; service operations management and social entrepreneurship on humanitarian operations management research. It concludes with a conceptual framework emphasizing the contributions of social entrepreneurship in planning, development, delivery, and distribution of services in the long-term recovery humanitarian and development operations.