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This article seeks to advance a novel service network perspective, based on the service‐dominant logic, designated as service‐dominant networks (SDN).

Service‐dominant logic components serve to build and describe SDN. Specifically, resources and actors are key components, combined with activities and the process by which they become resources. A case study details the features of SDNs.

Service‐dominant networks exhibit unique, previously unaddressed features. According to the service‐dominant logic, components only become resources when they are integrated; thus, they disappear as resources after their integration, which means SDNs are fugacious: they (be‐)come and go. In addition, SDNs comprise one or more main intended activities that explain their existence, though these intended activities do not necessarily initiate any particular SDN. Rather, other critical incidents can initiate SDNs.

The features of SDNs proposed in this article have not been a focus of prior research. In particular, the dynamics and fugaciousness of SDNs are challenges for research and management.

This article offers the first proposal of a novel, service‐dominant network perspective. In a very general and abstract form, it identifies the features of SDNs.

Chapter 7 synthesizes the perception research into plausible design and configuration strategies for the learning experience dimension of a psychophysical learning system. The processes used in all five senses to reduce information into a perception are again used to create learning activities and processes, which facilitate the learning and discriminate meaning from the learning objects and activities. This process attends to the interactions across the categories of content to determine the critical components of the discipline to include in the learning experience. Once again, the focus of the psychophysical learning experience is placed on the structure of the (external) discipline, which is used to configure the learning experiences.

Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.

An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.

The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.

These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.

The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.

This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.

Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers.

To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy.

The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities.

The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.

Drawing on concepts from the resource-based view, the dynamic capabilities school, and competence-base theory, this chapter develops a value chain framework for evaluating and managing resources and capabilities. In common with activity-based value chains, our framework is a method for representing and analyzing the firm, and identifying what may be its optimal configuration. However, as opposed to an activity-based value chain, our approach is specifically designed to help clarify interrelationships between a firm's various assets and capabilities. Thus, it may help researchers and managers alike to analyze to what extent a firm's successes may be attributed to a certain set of resources and capabilities and whether there is scope to further develop them to advance the firm's strategies. Our value chain framework can be used singly or in conjunction with an activity value chain framework, depending on the strategic problem being addressed. However, we suggest that our resource and capabilities value chain will be most useful when determining how a firm's business processes should be funded, what resources and capabilities should make them up, or how these decisions could affect the firm's present organizational structure.

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.

The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.

Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.

The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.

This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

Sustainable development requires multiple stakeholders to work and learn across practices, in other words, it requires boundary crossing competence. To prepare students for their future sustainability professions, higher education should facilitate the development of boundary crossing competence in its curricula. This study aims to confirm whether boundary crossing learning can be stimulated by workshop-based support in multi-stakeholder projects.

This quasi-experimental intervention study (N = 122) investigates the effect of a series of supporting workshops on students’ boundary crossing learning in multi-stakeholder projects. The workshops allowed students to adopt four learning mechanisms (identification, coordination, reflection and transformation) theorised to stimulate learning across boundaries between practices. Students followed zero, one, or two workshops. By analysing the student learning reports, the study examines the effect of the workshop intervention on students’ self-efficacy for stakeholder collaboration, the number of reported student-stakeholder collaborative activities and the reported boundary crossing learning mechanisms.

The results show that a series of two workshops increase the number of reported collaborative activities and activates the students’ boundary crossing learning in terms of reflection and transformation.

These findings support the evidence-based design of multi-stakeholder learning environments for sustainable development and contribute to the body of knowledge regarding learning across practices.

Boundary crossing competence receives increasing attention as an asset for sustainable development. The added value of this study lies in its confirmation that the boundary crossing theory can be translated into directed educational support that can stimulate students’ boundary crossing learning.

Discusses implementation of commonly used change strategies. Puts the emphasis on the problems of utilizing existing experience in the implementation of a change strategy, and on the problems of transferring experience from one change effort to another. Provides a case description to illustrate these problems and the following discussion implies that part of the limitations are due to the linear logics and blueprint planning found in change programmes. Other suggested contributing factors concern the dynamic aspects of change and the problem of keeping different perspectives on change simultaneously in a development programme. Presents a preliminary model for analysing change programmes in a situation specific context. The model focuses on considerations made within and between three generic components affecting the implementation of change efforts; change strategy, change organization and change evaluation.

The purpose of this paper is to explore earlier stages of complex products and systems (CoPS) innovations, investigating how technology development can be coordinated.

This paper uses a case study methodology, adopting an abductive logic, characterized by a nonlinear and iterative process of systematic confrontations between theoretical framework, empirical fieldwork and case analysis. Specifically, the authors study the Swedish aerospace network, which distinctly represents the CoPS characteristics of intense technology development with long-term goals and project-based activities with universities, research institutes, small medium enterprises and leading firms.

By adding the network perspective in the CoPS literature, the authors found that technology development can be coordinated within the technological and the business dimensions and according to different strategic nets. Also, the authors found that strategic nets co-evolve when their related projects are connected and advance in maturity, and their actors change their network position.

Current research on CoPS often recognizes that the survival and growth of a firm depend on its ability to coordinate innovative projects that are usually implemented during technology development. The findings contribute to this literature by showing how such projects can be implemented through agenda construction and the simultaneous coordination of strategic nets, leading to the synchronization of resources and activities. As such, this study’s framework offers a novel and integrative view of how the short-run and long-run strategies of leading firms can be aligned, and how other actors can contribute to the direction of the innovation path.