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This paper aims to develop a conceptual framework for understanding the role of servitization in the creative and cultural industries (CCI).

A conceptual model is proposed based on five elements: servitization drivers (digitalization in particular), agents, modes (based on the standardization/customization dynamics), servitization mechanisms (the authors provide a new classification) and service experiences.

CCI is not considered a natural part of the service sector. They drive economic and social development and are part of the innovation ecosystem. They are confronting a set of emerging dynamics in which servitization plays a leading role. Servitization is a way to move toward value co-creation by transforming existing business models. Servitization – with digitalization facilitates the co-creation of CCI-based experiences for customers, users and other stakeholders.

In terms of further research implications, these theoretical and managerial considerations call for empirical research of the servitization of CCI to investigate how and how much it develops.

CCI companies need new business models that combine servitization, digitalization and value co-creation in the right mix. “One size fits all” does not work. Business models have to consider the right mix.

The proposed conceptual model provides a novel understanding of servitization and CCI and changes the focus from the “production” or push side (e.g. artistic creativity and messages) that has characterized much CCI theory toward the demand or pull side and buyers’ (users) increased power.

Employees are considered as important contributors to service innovation, but the literature is not unanimous about what employee involvement in service innovation entails. To advance theoretical understanding of the topic, this paper develops a conceptual framework for analysing employee involvement in service innovations, reviews existing research on the topic and proposes a research agenda.

Different modes of employee involvement in service innovation are distinguished based on two dimensions: (1) the intensity of employee influence on service innovation and (2) the breadth of the innovation activity in which employees are involved. This conceptual framework is abductively developed through a literature review of empirical service innovation studies to identify and analyse whether and how these modes of employee involvement are manifested in the service innovation literature.

The findings delineate six modes of employee involvement in the reviewed service innovation studies. Employees are primarily seen as having a strong influence on situated innovation activities but a limited influence on systemic innovation activities. The findings show that more research is needed to assess the connections between different modes of employee involvement.

The findings can be used by practitioners to assess the possibilities different modes of employee involvement may bring to service innovation activities.

The proposed conceptual framework and the analysis of current research and research gaps in service innovation studies provide a clear research agenda for progressing multidimensional understanding of employee involvement in service innovation.

The purpose of this paper is to review key research contributions that may be useful for rethinking service innovation. Service innovation is not a monolithic construct; therefore, the opportunities for further research are multidimensional and interdisciplinary.

A summary analysis of extant literature identifies valuable contributions and fundamental methodological issues from various perspectives. The proposed directions for future research entail where to innovate, how to innovate, and what to innovate in services.

The analysis and discussion lead to a multidimensional framework of service innovation, with a particular emphasis on organizational and customer cocreation perspectives.

This article contains guidelines and real‐world examples to help practitioners and policy makers develop service innovation strategies through the consideration of different levels, organizations, and perspectives.

This article offers a relevant source of ideas and guidance for anyone interested in research and practice related to rethinking service innovation.

This paper aims to analyse the movement in the focus on customers within service management and marketing theories and service research that has taken place during the past three decades. The paper addresses the question: How did we, in service research, change from emphasizing quality to emphasizing experience?

The paper analyses developments in service and experience theories. Experience has come onto the theoretical agenda, both in its own right and as a concept within service marketing and management theory.

Experience has increasingly been a concept that has replaced quality in service marketing theories. However, an independent experience economy paradigm has also emerged. Recently, the societal emphasis on productivity may lead back to functional quality re-emerges in theories; however, it will most likely be in a new version.

This analysis is a profound theory-critical analysis of the actually very widely used concept experience in service theories. The analysis present an understanding of what experience means in these theories and how it relates to the quality concept. This is an original contribution to a deeper understanding of service marketing and service quality theories.

The article deals with creation of corporate entrepreneurship as an induced empowerment process. It investigates two issues: how well firms succeed in developing entrepreneurship competences; and the conditions for success. The investigation is based on a case study of a small Danish bank. The theoretical framework consists of three categories: innovation theory; organization theory (competence building and organizational learning); and HRM theory (extended barter). It is possible to develop an innovative, learning organization based on corporate entrepreneurship. The condition is primarily that the extended barter between the firm and the employees is satisfactory for both parties.

Describes some characteristics of Danish human resource management and analyses recent trends that point towards future practices and HRM concepts. Presents a theoretical framework in which the HRM of the 1990s can be understood, based on empirical research in a number of Danish companies from 1989 to 1991. Concludes that Danish firms are gradually changing their HRM outlook, from one dominated by the fascination of new technologies combined with a traditional cost‐conscious economic strategy to a new techno‐human paradigm of HRM and work organization. Outlines a number of challenges that HRM specialists will face in the 1990s, within the framework of a new techno‐human paradigm.

The purpose of this study is to explore three paradoxes of service innovation and provide a way forward for fresh thinking on the topic.

Through a conceptual model of service innovation research, the authors challenge the “pro-change” bias and explore what can be learnt from the duality of service innovation.

This paper suggests that research moves beyond a firm perspective to study service innovation on multiple levels of abstraction. A conceptual model based on two dimensions, level (individual, organization and society) and outcome (success, failure), is used to pinpoint and explore three dualities of service innovation: adopt–reject, change–static and good–bad.

By challenging the traditional perspective on service innovation, the authors present new avenues for fresh thinking in research on service innovation. In this paper, the authors encourage researchers and managers to learn from failures and to acknowledge the negative effects of service innovation.

Creating value through service innovation requires new processes and ways of communicating to multiple stakeholders. Institutions and stakeholders within the service ecosystem, however, often resist change. Adopting a new service strategy entails two distinct costs – monetary and psychological. The tensions between an organization’s need to generate incremental revenue and the challenges of balancing business as usual and the costs associated with service innovation are explored. Specifically, this paper aims to explore the adoption of a customer relationship management (CRM) technology solution in a bureaucratic setting, and the sequence of events needed for successful implementation, with emphasis on overcoming various barriers and hurdles.

A case study methodology is used to gather and analyze data on how the Arizona State University (ASU) athletic department responded to the changing competitive environment via adopting a CRM technology solution. Data collection consisted of ten semi-structured interviews.

The experience of ASU illustrates that the primary benefits of a CRM technology solution include the generation of incremental revenue, capturing data and personalized marketing. The main challenges are coordinating adoption, obtaining commitment, developing competency, estimating costs and creating content.

A conceptual framework emerged from the data that describes the likelihood of a service technology’s successful implementation based upon the interaction of the strength of key actors, organizational situation perception and organizational commitment. The model extends the proposed duality of service innovation outcomes as either success or failure to acknowledge the likelihood of a partial implementation where marginal success is achieved.

The sequence of events needed for successful implementation of a service technology is highlighted, with emphasis on overcoming various barriers and hurdles. Implementation steps are provided, as well as a model to help pinpoint issues.

The case study provides insight for overcoming pitfalls and barriers to adopting a new service technology in a traditionally bureaucratic organization where resistance to change is the norm, and innovation is not.

The study aims to explore how segmentation as a methodology can be adapted to the healthcare context to provide a more nuanced understanding of the served population and to facilitate the design of patient-centric services.

The study was based on a collaborative project with a national healthcare organization following the principles of action design research. The study describes the quantitative segmentation performed during the project, followed by a qualitative interview study of how segments correspond with patient behaviors in an actual healthcare setting, and service design workshops facilitated by segments. A number of design principles are outlined based on the learnings of the project.

The segmentation approach increased understanding of patient variability within the service provider organization and was considered an effective foundation for modular service design. Patient characteristics and life circumstances were related to specific patterns of health behaviors, such as avoidance or passivity, or a persistent proactivity. These patterns influenced the patients' preferred value co-creation role and what type of support patients sought from the care provider.

The proposed segmentation approach is immediately generalizable to further healthcare contexts and similar services: improved understanding of patients, vulnerable patients in particular, improves the fit and inclusivity of services.

The segmentation approach to service design was demonstrated to be effective in a large-scale context. The approach allows service providers to design service options that improve the fit with individual patients' needs for support and autonomy. The results illuminate how patient characteristics influence health and value co-creation behaviors.