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While (customer) engagement has been proposed as a volitional concept, our structuration theory/S-D logic-informed analyses of actors’ (e.g. employees’) engagement in service innovation reveal engagement as a boundedly volitional theoretical entity, which arises from actors’ structural and agency-based characteristics and constraints. In line with this observation, the purpose of this paper is to develop a conceptual model of actor (i.e. customer, firm, employee) engagement with service innovation.

Based on the observed gap, the authors propose an integrative S-D logic/structuration theoretical model that outlines three particular service innovation actors’ (i.e. customers’, the firm’s and employees’) engagement, which comprises institution-driven (i.e. fixed) and agency-driven (i.e. variable) engagement facets. In addition, the authors integrate the key expected characteristics of positively (vs negatively) valenced service innovation engagement for each of these actor groups in the analyses.

The authors develop a 12-cell matrix (conceptual model) that outlines particular service innovation actors’ institution-driven and agency-driven engagement facets and outline their expected impact on actors’ ensuing positively and negatively valenced engagement.

The authors discuss key theoretical implications arising from the analyses.

Outlining service innovation actors’ structure- and agency-driven engagement facets, the authors’ model can be used to explain or predict customers’, the firm’s or employees’ service innovation engagement-based activities.

Engaging with customers and addressing unmet value have become increasingly challenging within multi-stakeholder environments of service innovation. Therefore, this paper aims to address this challenge by studying how strategic design abilities address unmet value in service engagement strategies.

The authors conducted a qualitative inductive study at a multinational corporation and interviewed marketing and design professionals on their innovation practices in service engagement strategies.

From the inductive analysis, this study identified three strategic design abilities that effectively contribute to addressing unmet value throughout the co-evolving process of service engagement: envisioning value, modelling value and engaging value. Based on this, this study proposes the emerging co-evolving loop framework of service engagement strategies.

The limitation of this emerging theory is a lack of broad generalizability with mutual exclusivity or collective exhaustiveness across industries. A theoretical implication of the framework is the integration of strategic design and services marketing towards co-created engagement strategies.

The service engagement loop framework can be of great value to service innovation processes, for which an integrated, cross-functional approach is often missing.

The findings further suggest that next to a methodological skillset, strategic design abilities consist of a distinct mindset.

This paper introduces strategic design abilities to address unmet value and proposes a novel co-evolving loop framework of service engagement strategies.

While research on customer engagement and service innovation is rapidly emerging, limited insight exists into the interface of these topic areas. However, given the shared notion of (e.g. customer/firm) interactivity across these concepts, the purpose of this paper is to explore their theoretical interface that remains nebulous to date.

Building on a literature synthesis, the authors develop an S-D logic-informed “hamburger” model of service innovation that depicts the service innovation process, and its ensuing outcomes for particular actor groups, including the firm, its customers, etc. They conclude by proposing frontiers for future research that arise from the model.

The authors explore the theoretical foundations of customer engagement and service innovation, and integrate these in their S-D logic-informed “hamburger” model of service innovation. In the model, they acknowledge the key role of organizational resources in enabling service innovation, which will interact with specific service innovation actors (e.g. customers, employees) to create successful service innovations. The model next proposes service innovation development and implementation, from which focal service innovation actors will seek, and derive, particular types of value (e.g. profit for the actor of the firm), as shown at the top of the model. They conclude by offering a set of future research directions that arise from the model.

The S-D logic-informed “hamburger” model of service innovation can be used to guide future research into service innovation, including studies investigating service innovation’s role in driving customer engagement and value.

The attained insight will be useful to managers seeking to enhance their service innovation-based returns (e.g. by suggesting ways in which service innovation can enhance customer engagement).

The authors propose a novel, S-D logic-informed “hamburger” model of service innovation and its key antecedents (e.g. firm-based resources) and consequences (e.g. customer engagement and value).

This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance.

Self-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling.

Employees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts.

The sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity.

Managers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation.

This study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects.

The purpose of this study is to investigate the role of perceived value and innovativeness (service concept newness and relative advantage) in promoting customer brand engagement behaviors (CBEBs) and brand loyalty.

The conceptual model was empirically tested using nationwide survey data from 430 customers of Uber in Australia. The data were analyzed using structural equation modeling.

The results of this study show that collecting brand information is positively influenced by perceived value, service concept newness and relative advantage. Participating in brand marketing activities is positively influenced by service concept newness and relative advantage. Interacting with others is positively influenced by perceived value and service concept newness. Subsequently, brand loyalty is positively influenced by participating in brand marketing activities and interacting with others. The direct impacts of perceived value and relative advantage on brand loyalty are also established.

This study only collected data from Uber customers. Another limitation of this study is the use of cross-sectional data.

To promote brand loyalty, service innovation needs to have both the right characteristics (i.e. perceived value, service concept newness and relative advantage) and practices that foster customer brand engagement behaviors.

Although service-dominant logic (SDL) is a theoretical lens used by research in the areas of service innovation and customer engagement, empirical studies that integrate the two areas remain limited. The findings of this study suggest a new mechanism in which service innovation can increase loyalty through increased CBEBs.

The purpose of this paper is to examine how empowering consumers by means of co-designing activities influences both positive and negative consumer engagement with new service innovations.

Two experimental studies tested the proposed hypotheses. Participants were asked to imagine co-designing a hypothetical innovation, and then respond to scales that measured intervening variables. The first study measured participants’ valuation of the innovation as well as the intention to recommend it. The second study partially replicated the first one but measured participants’ perceived severity after a scenario where the innovation failed to deliver its promised performance.

Empowerment triggered a higher sense of engagement through the mediating effects of sense of power and psychological ownership. Subsequently, this effect not only drove more positive evaluations of the innovation but also exacerbated negative evaluations if the service innovation was not delivered successfully.

The current study highlights the importance of adopting a psychological perspective toward engagement and shows a balanced view of empowerment in the context of new service innovations.

This study aims to provide an understanding of the concept of service innovation resulting from emerging technologies and suggest areas for future hospitality and tourism research. By thoroughly reviewing previous literature, this study provides the basis for improving customer service with service innovation.

This study examines the existing body of knowledge from leading hospitality, tourism and business journals by performing content analysis.

This study reveals the multifaceted aspects of service innovation practices using emerging technologies. Findings provide an evidence base to future studies by highlighting the role of technology in hospitality and tourism service innovation.

The major contribution of this study is the demonstration of an approach for both academic researchers and service providers how they can use the technology to improve customers’ perceived value, experience and engagement.

本论文旨在讨论新兴科技对服务创新的应用以及酒店和旅游管理领域中的未来发展方向。本论文通过全面回顾文献，对服务创新中的客户服务提供基础理解。

本论文通过对酒店、旅游、以及商业领域顶尖期刊文献做文本分析，以达到研究目的。

本论文提供了新兴科技对服务创新措施的多方面讨论。研究结果强调了科技对酒店和旅游管理创新中的重要地位，对未来研究做出了指导性意见。

本论文的主要贡献在于向学术研究人员和服务提供商展示，如何运用科技来加强客户感知价值、体验、以及客户参与。

服务创新、顾客价值、顾客体验、顾客参与、价值共创、科技、批判性文献综述

文献综述

The study extends customer-led co-creation research to the related staff-led value co-creation domain. In particular, the purpose of this paper is to investigate the role of staff engagement as a facilitator of staff-led value co-creation.

A new conceptual framework develops a model of staff-led value-creation, using three types of staff-led co-creation. A quantitative approach is used. Survey collection yielded a sample of 1,165 employees in an Australian not-for-profit context across 19 organizations. AMOS structural equation modeling analyzes the data.

A major finding is the nexus between staff engagement and staff-led value co-creation. The nexus applies for three types of staff-led co-creation and three staff categories. Different explanatory mechanisms apply to each type of staff-led value co-creation.

The not-for-profit context may not generalize to the for-profit sector, but future research could clarify this matter.

The results can inform organizations wishing to create greater service contributions through greater staff participation, which can include a staff-initiating (staff-led) role. Different value co-creation targets require different corporate triggers, reflecting the different explanatory mechanisms of each co-creation type.

Not-for-profit context ensures major social implications.

The emphasis on staff-led value co-creation augments the customer-led co-creation literature. Additionally, exploring the (staff) engagement to (staff) value co-creation nexus is a novel contribution.

Existing research lacks a comprehensive understanding of the individual factors that may transform an “ordinary” customer into an active participator in the service innovation process and/or the situational factors that determine a customer's participation in any stage of the service innovation process. The purpose of this paper is to fill these research gaps by developing and validating a conceptual framework on CPSIB in the Indian hotel industry by using smartphones to access SNS apps.

A cross-sectional survey design method was used in this study to collect representative samples with greater response rates. The target population included in this study were hotel guests of all of the star category hotels in New Delhi who had earlier experiences of staying in star category hotels. Structured questionnaire was formulated, which was later pre-tested to confirm its reliability and validity. Out of 400 questionnaires, 348 usable responses were obtained.

This research examines CPSIB in the Indian hotel industry using SNS smartphone apps. It confirms that user innovativeness and perceived trust in the service provider determine customers' participative service innovation behavior, which further results in positive adoption intention via SNS smartphone apps.

This research provides valuable insights into the hotel industry, specifically in the context of India. However, it has a few limitations that must be taken into account when generalizing its results.

First, investigating the key antecedents and consequences of CPSIB has important implications for marketing practitioners. Moreover, it was observed that hotel guests with higher innovativeness and trust in the service provider would show positive participative service innovation behavior toward innovating new services along with the hotel service providers, which may result in a positive adoption intention toward the newly developed services. Second, hoteliers should integrate hotel guests into hotel service innovation via the use of SNS smartphone apps.

This research conceptualizes that user innovativeness is a driving factor for CPSIB that may further generate a positive adoption intention toward newly developed services.

To the best of the authors’ knowledge, only a very few studies have tested the interrelationships between individual factors and customer participation behavior in the mobile technology-mediated service ecosystem simultaneously. Furthermore, research examining the individual and situational factors influencing CPSIB and adoption intention towards newly developed services using SNS smartphone apps is still in a nascent stage.

Client-led service innovation has gained currency in academic libraries owing to ever-shifting client preferences. Library clients are interested in determining which services libraries should offer to meet their information needs. Several studies have investigated service innovation or improvement in libraries with an emphasis on client involvement. However, it is not clear whether the reward culture influences client-focused service innovation in the context of Uganda.

This multiple-case study triangulated data from a survey of 80 staff members, three semi-structured interviews conducted with three library heads, and data from institutional documents. Data were analysed quantitatively and qualitatively.

The results indicated that the financial reward culture did not influence client-led service innovation in any way; instead, non-financial rewards had an impact. Therefore, library managers need to appreciate that clients are no longer interested in financial rewards, but rather in non-financial rewards that have enduring value.

The study underscores the importance of client-led services in an information environment that has been invaded by industry 4.0 and calls upon librarians to use the opportunity to provide innovative services.