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Purpose – Service-dominant logic (S-D logic) has conceptualized value as value-in-context where context is defined as a “set of unique actors with unique reciprocal links among them” (Chandler & Vargo, 2011, p. 40). The chapter proposes a means of measuring value-in-context as experienced by an actor while integrating resources, called the ValConRIA model (value-in-context of resource integrating activities).Design/methodology/approach – Value emerges from experiencing interactions in a service-for-service exchange. The actor perceives value as emerging with his activities and hence experiences the emerging value as connected to either his activities or the items supporting his activities or the people he is interacting with. We call these realms of experience the I (–Me) realm, the I–It and It–I realm, and the I–You and You–I realm, composing five dimensions. An exploratory principal component analysis supports this structure. The measurement process has been tested for reliability and validity and applied to different activities: using a laptop, using cigarettes (=smoking), using a smartphone, and using Facebook.Findings – According to where the actor mostly experiences the value emergence, five dimensions of value-in-context have been identified using principal component analysis. The measurement scale shows high construct reliability and discriminant validity.Implications – Being able to measure value-in-context as proposed by S-D logic brings S-D logic into practice. Practitioners can use the measurement process to identify value their customers co-create. The proposed means of measuring value-in-context does not measure the value of things but instead values as it emerges from an actor’s activities, exchanging service for service.Value/originality – To our knowledge this chapter is the first to propose a means of measuring value-in-context, which is based on S-D logic.

The ability to attract and retain volunteers is crucial for not-for-profit organizations, and consequently, the need to understand and manage volunteers’ engagement is paramount. The purpose of this paper is to investigate the role of five volunteer engagement dimensions (cognitive, affective, behavioral, social and spiritual engagement) on perceived value-in-context, and its subsequent role for volunteer retention. Thus, providing for the first time an understanding of how unique types of value are determined through different facets of volunteer engagement.

To establish the nature and consequences of volunteer engagement, the authors collaborated with an Australian not-for-profit service organization. Using a survey method, the authors studied the organization’s volunteer workforce resulting in 464 usable responses. To capture volunteers’ degree of spiritual engagement, this paper introduces a rigorously developed unidimensional measure.

The results demonstrate the importance of the five engagement dimensions on volunteers’ perceived value-in-context, while highlighting significant effect differences including some counterintuitive consequences. The authors also establish the role of spiritual engagement and demonstrate the impact of value-in-context for volunteer retention.

This research explores the volunteer engagement-retention chain, by empirically studying the role of value-in-context. The authors provide first evidence for the relationship between volunteer engagement and value-in-context, examining the independent yet relative effects of various facets of volunteer engagement. In doing so, the authors offer new insight into the dimensionality of the volunteer engagement construct, broadening its conceptualization to include spiritual engagement as a core constituent. The authors further demonstrate the impact of value-in-context on volunteer retention, helping organizations to better make sense of meaningful volunteer experiences with long-lasting impacts and mutual benefits.

The purpose of this paper is to explore the role of context in service innovation by developing a conceptual framework that illuminates the key elements and trends in context change.

The paper adopts a service ecosystem lens for understanding how elements and trends in context foster service innovation. A conceptual framework identifying the role of context change in fostering service innovation is developed and justified through illustrations across industry settings of health, retailing, banking and education.

Context change is conceptualized by three trends – speed, granularity and liquification – that provide an analytical foundation for understanding how changes in the elements of context – space, resources and institutional arrangements – can foster service innovation. The analysis indicates emerging patterns across industries that allow exploring scenarios, grounded in emerging trends and developments in service innovation toward 2050.

Managers are offered a framework to guide service innovation and help them prepare for the future. The paper also suggests areas for further research.

The paper contributes with a new conceptualization of context change to identify and explain service innovation opportunities. Managers are offered a framework to guide service innovation and help them prepare for 2050. The paper also suggests areas for further service innovation research, zooming in on contextual changes to prepare for 2050.

This study aims to examine the influence of institutions and technology on value co-creation outcomes. These outcomes include strategic benefits, value-in-context and novel operant resources. The problem in this study is analyzed based on the perspective of service-dominant logic or the service ecosystem.

Primary data collection was carried out using a questionnaire through an online survey. All indicators are measured using a seven-point Likert scale. The exploratory factor analysis technique was applied to test the construct validity. We obtain data from 358 McDonald's restaurant consumers. Furthermore, nine hypotheses were tested using simple and multiple linear regression.

The results of this study proved that the nine proposed hypotheses were not rejected. Technology has been shown to significantly influence institutions, and both institutions and technology have also been shown to influence strategic benefits. Furthermore, institutions, technology, strategic benefits and novel operant resources are shown to influence value-in-context. Finally, institutions and technology are proven to influence novel operant resources.

The research focused solely on the fast-food restaurant sector of Indonesia, and thus, the results may not be applicable to other service sectors. Manager engagement is needed in the value co-creation process and the sustainability of the service ecosystem. Furthermore, technology and institutions need to be built through dialogical interactions and shared understanding to more effectively implement the corporate strategy.

This research offers several novel contributions: the design of new instruments and an empirical model. Besides, the authors analyze several relatively new constructs, such as technology, institutions, novel operant resources, strategic benefits and value-in-context.

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.

This paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.

According to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.

The literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.

The purpose of this paper is to: (1) identify strategies to (re)establish organizational legitimacy which dominates the literature; (2) propose and empirically illustrate an analytical framework that establishes the linkages between the dimensions of purposefulness, transparency and participation identified in this literature review as important resources in the creation of organizational legitimacy.

Based on a review of the academic literature, we propose a three-dimensional conceptual framework for understanding and studying strategic communication in contexts of high sustainability pressure. The empirical material we use for illustration is the letters from the chief executive officer (CEO) and the chairman published in the integrated annual report of a Danish company that is well known for its focus on sustainability.

The analysis shows that all three dimensions, i.e. purposefulness, transparency and participation, are present in this data, which the authors find supportive of the theoretical argument that strategic communication needs to encompass all three concepts in order to appear legitimate in contexts of high sustainability pressure.

In recent years, there has been an increased focus on strategic communication of sustainability. However, there is still a lack of general consensus of what is understood by strategic communication in contexts of high sustainability pressure. Overlapping concepts and dimensions make operationalization difficult. This, for example, is a problem for corporations who are increasingly asked by their stakeholders to account for their sustainability activities and engage in conversations of strategic significance to their sustainability goals.

This paper analyzes the value creation process in terms of the relationships between institutions, technology, integration of resources and contextual value. The study was conducted within an online learning setting in higher education, and utilized service-dominant logic as a basis for analysis.

A total of 349 responses were collected through an online survey. After removing data from respondents who did not meet the criteria and outliers, 280 responses were analyzed. Furthermore, six hypotheses were tested using structural equation modeling (SEM) techniques.

The results confirm that institutions are proven to influence technology and resource integration. The technology significantly affects resource integration and value-in-context. Likewise, resource integration determines value-in-context remarkably. On the other hand, this study found no evidence of the impact of institutions on value-in-context.

The study has been conducted in the Jabodetabek area, with a sample size of only 280. An extensive survey, including a larger sample size, may reveal a broader glimpse of the value co-creation process of students in higher education institutions. Only three antecedents of contextual value have been explored, namely institutions, technology and resource integration. More strengthening and detailed findings could be derived if the antecedents of the contextual value addressed could be added. In the sampling, the researchers have used non-probability sampling for collecting data due to various constraints. The use of the probabilistic sampling method might have given some new insights to the study and made the sample more representative. The convenient sampling method employed in this study may limit the generalization of this study's findings. Therefore, the findings of the hypothesis test only apply to the selected sample data. Another limitation of the study is that the survey respondents represented an urban Indonesian perspective. So, replication of this study in different areas (e.g. west, east and central Indonesia) would help to generalize the findings. In this study, there is no evidence that institutions have a direct impact on contextual value. The authors suggest reexamining the relationship between institutions and contextual value in future studies.

In particular, the authors have succeeded in designing a new empirical model in higher education based on the perspective of service-dominant logic (S-D logic). This finding further strengthens the existence of the perspective of S-D logic as a new general theory of the market.

The purpose of this paper is to identify antecedents and consequences of customers’ value co-creation behaviour (VCB). VCB as a means to facilitate value realisation processes is gaining importance in service research and practice. Encouraging such enactments can be challenging, but can also offer competitive advantages.

We empirically investigate a conceptual model by converging three contemporary concepts of co-creation research – embeddedness, VCB and value-in-context – and examining the interdependencies between them. Data were collected in an online forum of a leading international weight-management firm.

Results suggest that customers’ embeddedness is a key antecedent of customers’ VCB in a service system. The three embeddedness dimensions – structural, relational and cultural – have a differential impact on customers’ VCB. Furthermore, findings illustrate that customers’ VCB has a significant impact on their object-oriented, self-oriented and brand-oriented social value-in-context outcomes.

This study contributes by empirically investigating and validating antecedents and consequences of VCB in a service system. In doing so, the study highlights the significance of the nature of customer’s social constellations to develop contexts where value outcomes are actualised. Understanding the factors that shape VCB offers insights for firms to recognise how and where value propositions can be deployed that drives on-going co-creation processes.

This study is the first empirical research to offer insights into important pre-conditions and subsequent outcomes concurrently to illustrate how customers’ VCB can be managed and nurtured for sustainable value co-creation processes within service systems. This research further advances mid-range theorizing and microfoundational perspectives in marketing.

This paper aims to outline three ways in which a leader's behavior‐in‐context can be examined. As such it moves away from an emphasis on a leader's “performance and personality” and focuses on underlying contextual features which can lead to success or failure.

The paper examines some of the possible bases for dysfunctional leadership and concludes that such counter‐productive behavior may be contextually determined. Three ways of looking at executive behavior‐in‐context are used to highlight the need to look beyond a leader's style in order to assess their organizational achievements.

Any assessment of a leader's performance should be based on their behavior‐in‐context.

The paper offers ways in which executive appointments, succession decisions and performance appraisal can be enhanced by taking a closer and more nuanced assessment of the behavior of leaders.

The paper brings together three ways of re‐viewing leadership misbehavior and offers an alternative to an over focus on the personality of the leader as the core basis for success or failure.

The purpose of this paper is to shed light on perceived value for the participating actors during the new service development (NSD) process. The authors are particularly interested in how participant value emerges in a multi-actor NSD process and how it can be conceptualized.

The empirical research design comprised three extensive living lab experiments in a real end-user environment over a three years period.

The study is illustrative by its nature and advances two main arguments through conceptual analysis and empirical illustration: NSD can be seen as the identification of actual and emerging needs and technologies and their matching; and the matching process builds on the interaction between the participants and is characterized by their individual motives to leverage the NSD process for value-in-context.

A careful investigation of the different stakeholders' expectations of the NSD process provides a basis on which to create lucrative value propositions instead of approaching potential stakeholders with technology- or product-centric arguments.

The paper opens avenues for further research to develop the current conceptualizations of NSD in launching the new service emergence perspective.