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The purpose of this paper is to introduce a network perspective to the study of collective consumption. The authors examine the characteristics of heterogeneous consumption collectives formed around a Finnish footwear brand. The case is both theoretically and practically relevant. It differs from previous research by featuring consumer grassroot activities, face-to-face interaction and strong pre-existing social relationships.

Qualitative case study research was conducted with different methods of data generation including interviews, participant observation and cultural materials such as newspaper articles and photos.

A new concept of collective consumption network is introduced. Five kinds of consumption collectives are identified, including place focussed, brand focussed, activity focussed, idea focussed and social relations focussed consumption collectives. The strength of ties as well as the role of the brand varies within the collectives.

Suppliers should find an appropriate network position, where they can enable and support shared value creation. Developing skills to identify and cultivate weak links as well as mobilize resources are important.

The findings illustrate the heterogeneity and complexity of collective consumption. In particular, the paper discusses the way self-organizing and emergent consumption collectives and the supplier interact and integrate resources within the network.

The purpose of this paper is to reflect on actions and obstacles in the conceptual transition from mainstream service management (1970‐2000s) to a new approach synthesized in service‐dominant (S‐D) logic (2000s).

The paper takes the form of a review of approaches to service in the literature, education, and practice in management disciplines and economics.

S‐D logic has triggered considerable interest in the global academic community. Its ten foundational premises (FPs) hold that service(s) and the roles of suppliers/customers be reconceptualized on a higher level of relevance and generalization. The new logic is not final but – to use its own terminology – is a value proposition that opens up for co‐created theory improvements.

To transition from a goods/services divide to a goods/service union, the platform for future service research requires the superordination of mainstream service management by a new language and lexicon and the generation of new theory; testing of the new theory by comparing its robustness with that of extant theory; conduct of empirical studies through hypotheses‐testing and real world, in‐depth research and the application of complexity theory, network, and systems theory; co‐creation by and between researchers; focus on validity and relevance by using the full range of S‐D logic compatible methods and metrics; and investigation at both micro and macro levels.

Business, marketing, governments, and politicians should focus on service and value and abandon the goods/services and producer/customer divides. Textbooks and educators should transition from outdated concepts and models. Improved education is strongly supported by IBM's service science programme.

The paper suggests that several developments in mainstream service management that once brought attention to service now provide obstacles both in research, education, and practice.

This article aims to look at the evolution of service management and marketing through three paradigms, the latest prescribing a new logic of service, to comment on a previously published article (Gummesson, 1998) on productivity, quality and relationship marketing in service operations.

The article takes the form of a critical review on productivity, quality and relationship marketing in service operations.

The article suggests that practitioners and scholars in the hospitality field should pay close attention to the new logic of service.

The analysis of the 1998 article shows that many of the essential issues are still valid but others need to be amended or dropped. When the original article is cited, it is imperative that researchers consider this.

This article shows that the new service logic, Paradigm 3, offers a synthesis of the best of earlier research and discards what is no longer or never was viable. It is a new theory on a higher level but it has an open code and keeps developing. Scholars in the hospitality field are invited to make contributions.

Discusses how service quality lags behind product quality. Contends that combining the management aspects of product quality, service quality and computer software quality with customer perceived quality is essential in order to produce a total holistic quality environment. Presents nine lessons learned in the pursuit of service quality. Asserts that the lessons stem from academic research and practical experience. Concludes that regardless of opinions on the quality of services, it is necessary to prepare for more intense competition in the future. Contends that holistic quality is taking TQM further, emphasising the interaction between quality of goods, services and computer software directed towards the internal as well as the external customer.

Develops a definition of action research that is particularly suitable for marketing and based on the articles in this issue of European Journal of Marketing, emphasising the breadth of action research in marketing and its distinctive interest in analytic generalisation, that is, in building a theory that extends beyond the particular situation that is being action researched to other situations.. The three sections of this commentary include: definition of traditional action research, action learning and case research. Second, drawing of four implications from the articles within this special issue about how action research can be done in marketing. Finally, presents a broad definition of action research in marketing.