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Article
Publication date: 1 October 2018

Combining goods and service-dominant logics in purchasing strategies

Tale Skjølsvik

While goods- and service-dominant logics are separated in most research as alternative and often incompatible paradigms, this paper aims to show how these logics can be…

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Abstract

Purpose

While goods- and service-dominant logics are separated in most research as alternative and often incompatible paradigms, this paper aims to show how these logics can be and are combined in purchasing strategies in organizations. The paper also illustrates that multiple logics exist in addition to purely goods- or service-based logics.

Design/methodology/approach

The paper is based on empirical data on the purchasing of management consulting services, which represent an extreme context for understanding the combination and intersection of goods- and service-dominant logics. In particular, four in-depth case studies and interviews with 51 sellers and 30 buyers of management consulting services are used to develop a typology of purchasing approaches that combines goods- and service-dominant logics.

Findings

The study shows that goods- and service-dominant logics are combined in two main purchasing phases: supplier set selection and assignment selection. In both these phases, parallel and knowledge-based, embedded and experience-based approaches were identified as ways of combining goods- and service-dominant logics in the purchasing context.

Research limitations/implications

The research presented in the following adds to our existing understanding of possible purchasing strategies under multiple logics in buying organizations. Future research should explore the conditions under which different strategies are and should be applied in organizations.

Practical implications

This paper gives practitioners alternative approaches to choose from in their purchasing and sales of knowledge-intensive services, in addition to transactional and relational strategies.

Originality/value

The research adds to existing research on business and industrial marketing by identifying particular purchasing strategies on a continuum between goods- and service-dominant logics.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-09-2017-0220
ISSN: 0885-8624

Keywords

  • Service
  • Logics
  • Management consulting
  • Purchasing strategy

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Book part
Publication date: 10 November 2010

Service-Dominant Logic

Stephen L. Vargo, Robert F. Lusch, Melissa Archpru Akaka and Yi He

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Details

Review of Marketing Research
Type: Book
DOI: https://doi.org/10.1108/S1548-6435(2009)0000006010
ISBN: 978-0-85724-728-5

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Article
Publication date: 20 April 2012

Family, business and power: illustrating three extreme cases

Luis Cisneros, Emilie Genin and Jahan Peerally

The purpose of this paper is to illustrate how small family business (SFB) leader‐founders exhibit a dominant logic of action over less dominant prevailing ones. The…

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Abstract

Purpose

The purpose of this paper is to illustrate how small family business (SFB) leader‐founders exhibit a dominant logic of action over less dominant prevailing ones. The authors investigate three logics of action: family, power and economic.

Design/methodology/approach

An exploratory qualitative research is conducted based on case studies. The authors use Cisneros and Genin's conceptual model, to identify, through an iterative sampling frame, three extreme SFB cases where in the first the leader exhibits a dominant family logic, in the second, a dominant power logic and in the third, a dominant economic logic.

Findings

The authors illustrate the characteristics of the SFB leaders when they exhibit a dominant logic of action and also present some of the implications of SFB leaders’ dominant logics of action on the SFB and the family and non‐family members.

Research limitations/implications

The three extreme case studies provide an important building block for future studies based on larger samples of SFBs. However, the authors’ results cannot be generalised due to the exploratory nature of the study.

Practical implications

The paper highlights the importance, for practitioners and researchers alike, of being able to diagnose when SFB leaders use a dominant logic of action. The paper also accentuates the need for a greater awareness of logics of action in training programmes for SFB leaders and for consultants who work with those leaders.

Originality/value

The concept of logics of action has never been previously empirically applied to large, medium or small family businesses. The paper highlights the relevance of identifying dominant logics of actions in SFB leaders.

Details

Journal of Family Business Management, vol. 2 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/20436231211216411
ISSN: 2043-6238

Keywords

  • Mexico
  • Family
  • Family firms
  • Leadership
  • Management styles
  • Management power
  • Small family business
  • Impact of family dynamics on management behaviours
  • Logic of action

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Article
Publication date: 15 August 2016

Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

Sajjad Haider and Francesca Mariotti

The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes…

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Abstract

Purpose

The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes vis-à-vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions.

Design/methodology/approach

The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in-depth semi structured interviews.

Findings

The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers’ dominant logic. Further, the authors show that the dominant coalition, among other factors, plays an important role in building decision-making capacity and in the formation and transformation of an existing dominant logic.

Research limitations/implications

The study identified a number of limitations. First, the issue of generalization as the data were collected from only two case study companies. Second, in some cases respondents were asked to respond to research questions using “memory of the events” which took place a long time ago, hence the issue of credibility. Further, sometimes respondents reported information collected through hearsay. To overcome the limitations of this research, the authors made all efforts to ensure that the data collected were reliable and credible such as by using diverse data sources, confirmation of events at multiple level and personal observations.

Practical implications

The study identifies and explains a number of factors which influence decision making. The authors also present the revised dominant logic model which can act as a tool in managerial decision making.

Originality/value

The paper shows how managerial decision making changes knowledge strategy, which in turn leads to changes in existing dominant logic or the creation of a new dominant logic, hence looking at the issues of decision making using an evolutionary perspective. Second, the paper empirically tests and explains the relationship between intentionality, actions and organizational outcomes using spatial and temporal learning. Finally, the use of the longitudinal retrospective processual analysis and events analysis, is a novel way of understanding a particular phenomenon.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/MD-11-2015-0521
ISSN: 0025-1747

Keywords

  • Knowledge strategy
  • Dominant logic
  • Retrospective processual approach
  • Spatial and temporal cognition

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Article
Publication date: 13 April 2015

Consumer dominant value creation: A theoretical response to the recent call for a consumer dominant logic for marketing

Thomas Boysen Anker, Leigh Sparks, Luiz Moutinho and Christian Grönroos

The purpose of this paper is to provide an analysis of the ontological and semantic foundations of consumer-dominant value creation to clarify the extent to which the call…

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Abstract

Purpose

The purpose of this paper is to provide an analysis of the ontological and semantic foundations of consumer-dominant value creation to clarify the extent to which the call for a distinct consumer-dominant logic (CDL) is justified. This paper discusses consumer-driven value creation (value-in-use) across three different marketing logics: product-dominant logic (PDL), service-dominant logic (SDL) and CDL. PDL conceptualises value as created by firms and delivered to consumers through products. SDL frames consumer value as a function of direct provider-consumer interaction, or consumer-driven chains of action indirectly facilitated by the provider. Recently, the research focus has been turning to consumer-dominant value creation. While there is agreement on the significance of this phenomenon, there is disagreement over whether consumer-dominant value creation is an extension of SDL or calls for a distinct CDL.

Design/methodology/approach

This is a conceptual paper, which is informed by five cases of consumer dominance. The cases are used to clarify rather than verify the analysis of the ontological and semantic underpinnings of consumer-dominant value creation.

Findings

The ontological and semantic analysis demonstrates that PDL and SDL have insufficient explanatory power to accommodate substantial aspects of consumer-dominant value creation. By implication, this supports the call for a distinct CDL.

Originality/value

This paper contributes to the ongoing theoretical debate over the explanatory power of SDL by demonstrating that SDL is unable to accommodate important ontological and semantic aspects of consumer-driven value creation.

Details

European Journal of Marketing, vol. 49 no. 3/4
Type: Research Article
DOI: https://doi.org/10.1108/EJM-09-2013-0518
ISSN: 0309-0566

Keywords

  • Service-dominant logic
  • Consumer-dominant logic
  • Consumer value
  • Marketing logics
  • Product-dominant logic

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Article
Publication date: 1 March 2006

Dominant organizational logic as an impediment to collaboration

Caroline Boivin and Joanne Roch

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

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Abstract

Purpose

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

Design/methodology/approach

An empirical validation of an approach based on the theory of conventions was carried out through an analysis of strategic alliances initiated by Apple involving the licensing of the Macintosh operating system.

Findings

The analysis reveals the presence of modes of justification issuing from the world of inspiration, which seems to oppose the merchant and industrial worlds, which are most conducive to successful strategic alliances.

Originality/value

The analysis of dominant logics within Apple Computer demonstrate that the inspirational logic is opposed to all forms of strategic alliances.

Details

Management Decision, vol. 44 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/00251740610656287
ISSN: 0025-1747

Keywords

  • Strategic alliances
  • Logic
  • Conventions

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Article
Publication date: 5 February 2018

Dominant logics: US WISEs and the tendency to favor a market-dominant or social mission-dominant approach

Sarah J. Woodside

Work integration social enterprises (WISEs) address the chronic unemployment of disadvantaged populations. However, WISEs face challenges, in part, because they embody…

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Abstract

Purpose

Work integration social enterprises (WISEs) address the chronic unemployment of disadvantaged populations. However, WISEs face challenges, in part, because they embody both social mission and market logics which potentially contradict one another. The purpose of this paper is to investigate how the founders of WISEs perceive the relationship between logics and how they manage any resulting tensions, to help determine if they are effective vehicles for alleviating unemployment.

Design/methodology/approach

This study used in-depth interviews with social entrepreneurs in nationally recognized WISEs to assess how they perceived and managed logic tensions.

Findings

A total of eight out of the ten WISEs emphasized one dominant logic and did not perceive significant internal conflict. Only two cases experienced prolonged and ultimately irreconcilable tensions between their social mission and market goals, when social entrepreneurs were guided by the blended logics of providing training and services to disadvantaged populations within a for-profit legal form.

Research limitations/implications

Future research is required to determine the generalizability of these findings due to small sample size, an exclusive focus on the founder’s perspective and an exclusive focus on WISEs.

Practical implications

Findings contribute to greater understanding of logic tensions in WISEs and the opportunities and limitations that result from aligning dominant logic(s) and organizational form.

Originality/value

This research suggests that the founders of WISEs perceive market and social mission logics as options to be selected, and that WISEs struggle to succeed as organizations with two dominant logics. The market appears as yet unprepared to support singlehandedly organizations with a social mission of work integration.

Details

Social Enterprise Journal, vol. 14 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/SEJ-01-2016-0001
ISSN: 1750-8614

Keywords

  • United States
  • Social enterprise
  • Institutional logics
  • Job training
  • Work integration
  • Logic tensions

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Article
Publication date: 14 September 2015

Customer-dominant logic: foundations and implications

Kristina Heinonen and Tore Strandvik

The purpose of this paper is to analyze the theoretical and practical implications of adopting customer-dominant logic (CDL) of service, focusing on how firms can become…

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Abstract

Purpose

The purpose of this paper is to analyze the theoretical and practical implications of adopting customer-dominant logic (CDL) of service, focusing on how firms can become involved in the customers’ context.

Design/methodology/approach

Inspired by the conceptual discussion of service logic and service-dominant logic, this paper focuses on the conceptual underpinnings of CDL. CDL is contrasted with other service perspectives in marketing; CDL is a marketing and business perspective dominated by customer-related aspects instead of products, service, systems, costs or growth. It is grounded in understanding customer logic and how firms’ offerings can become embedded in customers’ lives/businesses.

Findings

The conceptual analysis challenges the prevailing assumptions of key phenomena in service research, including interaction, co-creation, service value and service. The paper presents five essential foundations of CDL: marketing as a business perspective, customer logic as the central concept, offering seen through the customer lens, value as formed and not created and the prevalence of customer ecosystems.

Research limitations/implications

The paper differentiates CDL from other marketing perspectives. Further empirical research is needed in different empirical settings to provide guidelines for adopting the perspective on a strategic and operational business level.

Practical implications

As a firm’s holistic and strategic foundation, marketing is based on understanding how providers participate, at a profit, in customers’ value formation. The paper suggests how firms can successfully conduct business in dynamic markets with empowered customers.

Originality/value

This paper expands marketing and business logic based on customer dominance. It accentuates the importance of understanding customer logic and stresses the presence of providers in the customer ecosystem.

Details

Journal of Services Marketing, vol. 29 no. 6/7
Type: Research Article
DOI: https://doi.org/10.1108/JSM-02-2015-0096
ISSN: 0887-6045

Keywords

  • Presence
  • Customer ecosystem
  • Customer logic
  • Customer-dominant logic
  • Value formation

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Book part
Publication date: 1 January 2013

Putting New Wine in Old Bottles: Utilizing Rhetorical History to Overcome Stigma Associated with a Previously Dominant Logic

Shilo Hills, Maxim Voronov and C.R. (Bob) Hinings

In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history…

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Abstract

In this paper, we seek to highlight how adherence to a dominant logic is an effortful activity. Using rhetorical analysis, we show that the use of rhetorical history provides a key mechanism by which organizations may convince audiences of adherence to a dominant logic, while also subverting or obscuring past adherence to a (currently) subordinate logic. We illustrate such use of rhetorical history by drawing on the case study of Ontario wine industry, where wineries use rhetorical history to demonstrate adherence to the logic of fine winemaking, while obscuring the industry’s past adherence to the now-subordinate and stigmatized logic of alcohol making. Implications for future research on institutional logics are discussed.

Details

Institutional Logics in Action, Part B
Type: Book
DOI: https://doi.org/10.1108/S0733-558X(2013)0039AB017
ISBN:

Keywords

  • Institutional logics
  • institutional complexity
  • practice
  • institution

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Book part
Publication date: 7 October 2011

Transforming the Dominant Logic of Hospitals

Kenneth R. White, Steven Thompson and John R. Griffith

Substantial and sustained change is inevitable for U.S. hospitals, driven by the Medicare and Medicaid cost inflation curve and embodied in regulatory initiatives and…

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Abstract

Substantial and sustained change is inevitable for U.S. hospitals, driven by the Medicare and Medicaid cost inflation curve and embodied in regulatory initiatives and reforms. This study explores the conception that evidence-based management is necessary but not sufficient for 21st century success in health care organizations. Success will require challenging and changing the organization's dominant logic, substituting a more transformational style of problem analysis and decision making. In order for evidence-based management decisions to transform organizations, the organizational culture must be ready to adopt transformation changes. The outcomes of this shift in management style are dramatic changes in worker engagement and retention and a reinforcing cycle of performance improvement efforts. We use a series of examples to illustrate changes in the dominant logic and to identify how the combination of evidence-based management and a new dominant logic results in a fundamental and highly productive shift in how problems are framed and solved. We conclude with recommendations for changing the dominant logic – such as visioning, sensemaking, process questioning, getting the right people together, rewarding innovation, and overcoming risk aversion – all necessary for transforming the dominant logic, allowing evidence-based management techniques to flourish.

Details

Biennial Review of Health Care Management
Type: Book
DOI: https://doi.org/10.1108/S1474-8231(2011)0000011009
ISBN: 978-0-85724-714-8

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