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The purpose of this paper is to propose a service-dominant (S-D) logic-based input-output analysis approach to systematically measure the effects of technology spillover in the service sector.

This study uses a case to demonstrate the feasibility and contributions of the S-D logic-based input-output analysis approach.

This study adopted the idea of customer involvement to formulate the S-D logic-based input-output analysis approach. Service providers can apply this systematical approach to find potential opportunities to spread information technology and co-create values with customers.

The S-D logic-based input-output analysis approach has elasticity to dynamically employ different perspectives to evaluate the effects of technology spillovers in order for integrity and precision. The proposed approach is to delineate the possible target values that related to specific services based on the notions of operant resources and customer involvement in a selected service sector. Service providers within the service sector have to offer innovative service activities and manage existing services for customers to participate in.

The service‐dominant (S‐D) logic views supply chains as value co‐creation networks. These networks promote knowledge growth amongst network members via resource deployment and coordination. The exchange of knowledge and utilization of operant resources among the network members leads to co‐created service offerings and value proposals for the end‐users, with the ultimate goal of transforming end‐user experiences to perceptions of superior value‐in‐use. The purpose of this paper is to develop an illustration of the value co‐creation concept and use this illustration as guide to examine the research gaps that are yet to be tapped in the area where supply chain networks and S‐D logic intersects.

The literature on S‐D logic is reviewed and research gaps are identified and categorized in three specific groups.

Three categories of research gaps in S‐D logic and supply chain management (SCM) areas include: gaps in utilization of internal operant resources by suppliers, manufacturers, and intermediaries; gaps in knowledge exchange and operant resource utilization between suppliers, manufacturers, and intermediaries; and gaps in knowledge exchange and operant resource utilization between end‐users and value co‐creation network partners.

An illustration of the value co‐creation network from the supply chain perspective is presented in this paper. The illustration of the value co‐creation network provided the guidance to categorize various research gaps in the area of S‐D logic and SCM. This categorization offers a structure from which more systematic research may be produced. It is the authors' hope that the organization and guidance provided in the paper for specific research topics in the S‐D logic area can result in research streams that could potentially offer significant contributions to SCM theory development.

The purpose of this study is to explore logistics service value through the theoretical lens of service‐dominant (S‐D) logic with a focus on the creation of logistics value jointly by the provider and the customer.

A cross‐disciplinary literature review including supply chain management, logistics, marketing, and strategy is conducted to integrate existing knowledge on value of service and antecedents and consequences of value creation in a process framework for co‐creation of value in a logistics context. This framework is grounded in the S‐D logic perspective and supported by transaction cost analysis (TCA), resource‐based view (RBV) and knowledge‐based view (KBV) of the firm.

The process of co‐creation of value in a logistics context has three phases: learning, innovation and execution, and outcomes. These phases and their key elements are integrated into a comprehensive framework of co‐creation of logistics service value. A total of 12 propositions are offered to describe the process for achieving competitive advantage through co‐creation of logistics service value.

The proposed framework adds to the current knowledge on logistics service value by exploring the concept from the S‐D logic perspective and suggests guidelines for managers on developing a process for co‐creation of logistics service value that leads to competitive advantage and enhanced customer satisfaction. Follow‐on qualitative research such as grounded theory is needed to emerge a theory grounded in empirical data that explicates how the co‐creation of value can occur.

This study is novel in that it applies the S‐D logic perspective in a logistics context. This research leverages existing knowledge through a deeper understanding of the concept of logistics service value and use of well‐accepted theoretical perspectives such as TCA, RBV, and KBV.

The pandemic had a huge negative impact globally on small and micro firms, particularly on cultural enterprises, making it imperative for them to create strategic solutions for sustainable business models and customer relationships. This chapter studies the digital interventions employed by the micro cultural enterprises in the Japanese Onsens (Hot baths) sector during the pandemic period in Japan. Using the theoretical lenses of service dominant logic and value creation, the study extracts four prominent value creation processes from the analysis of the employed secondary data. The study underlines the importance of collaboration between a firm's internal and external resources, their creative use of operant resources, and a robust customer orientation leading to creative digitalization. The results of the study show how cultural enterprises can rethink customer service in the cultural and creative sector. It also draws attention to the need for more robust policies and support systems that can encourage global cultural enterprises to develop sustainable business models.

Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in thoughts of managing customer journeys, services marketing and acknowledging value co-creation amongst stakeholders. The contemporary B2B marketing strategies of relationship, innovation, sustainability and digital marketing that emerge through the literature review are discussed to demonstrate how they add value to the competitive advantage of firms and facilitate co-creation between business partners to help design the customer journey. The purpose of the paper is to discuss how the apparel industry could implement the B2B marketing strategies highlighted and further suggests a framework of value co-creation. The framework shows the journey between business partners followed by the value propositions as service exchange through resource integration within the service ecosystem.

Through a review of the literature, the evolution of B2B marketing unveils the importance of services marketing and how the marketing strategies discussed add value to the services marketing, this is further explored with propositions of value co-creation between business partners. The propositions are based on the theory of service dominant logic, whereby, the partners in the service ecosystem co-create value from value propositions offered by the business partners in collaboration with supply chain innovation.

A framework is suggested in the context of the apparel industry that demonstrates the value propositions as a part of the B2B marketing strategy. Through resource integration and collaboration between the business partners, the value propositions in the form of services, are exchanged resulting in value co-creation that leads to the ultimate offering to the end customer.

The service dominant logic theory and the supply chain innovation model are the basis of the framework, showing the value propositions made, are in collaboration between the firm and the supply chain partners. The value propositions in the form of services are exchanged as an outcome of resource integration amongst the business partners resulting in value co-creation which will aid apparel manufacturers differentiate their services and manage customer journeys better. The framework will be further researched through primary research to determine its rationality in the real-world context. The nature of the industry being fast paced, the literature will be outdated in a short span of time and with the vast growth, new strategies will need to be executed eventually.

The paper discusses how the apparel industry can move forward with the B2B marketing strategies highlighted through the literature review and further suggests a framework of value co-creation. This will aid apparel manufacturers to focus their marketing efforts in an era of services marketing and compete better globally with service offerings.

The competitive advantage strategies and other key emerging themes of co-creation, value co-creation and customer journeys are highlighted and shows increasing importance to the survival of businesses in an era of service orientation and relationship marketing.

Through a critical literature review of B2B marketing strategies and with the use of theoretical models of service dominant logic and supply chain innovation, the conceptual paper proposes a framework by the authors that allows future research to analyse value co-creation in B2B marketing strategies for the apparel industry.

By combining consumer culture theory and service dominant logic, this study proposes that value might be understood as value-in-acquisition, such that value outcomes result from the acquisition process in which broader social forces shape the exchange process.

This study addresses low-income consumers, for whom societal arrangements strongly determine service interactions. Qualitative interviews reveal service value processes and outcomes for low-income consumers during acquisition processes.

For low-income consumers, inclusion, status, resource access and emotional relief represent key value outcomes. Important value processes shape those value outcomes, reflecting broader societal arrangements at macro, meso and micro levels. Marketing constitutes an institutional arrangement that establishes an empowered “consumer” role. Value processes are hindered if consumers sense that their agency in this role is diminished, because marketing interactions give precedence to other social roles.

Marketing should be studied as an institutional arrangement that shapes value creation processes during acquisition. Micro-level value processes have important implications for service quality and service value. Value outcomes thus might be designed in the acquisition process, not just for the offering.

The acquisition process for any good or service should be designed with its own value proposition, separate to the core product or service. Careful design of value processes during acquisition could mitigate conflict between social roles and those of consumption.

There is value in the acquisition process, independent of the value embedded in the goods and services.

Research suggests that service‐dominant designs are superior to goods‐dominant; but why? The purpose of this paper is to answer three questions. First, in what way is a service system based on service‐dominant logic (SDL) superior to one based on goods‐dominant logic (GDL)? Second, which characteristics of the service system facilitate the co‐creation of value‐in‐context as perceived by the customer? Third, how do customers describe the contents of these characteristics?

In an experiment, the authors compared two different service systems designed with different mindsets. The experiment was carried out with a group of habitual bus travellers to plan a specific journey using two online service systems by two different organizations; one exhibited a goods‐dominant mindset, and the other a service‐dominant mindset. The subjects' opinions of the two systems were gathered, and sentiment analysis was performed on the opinions to uncover the rationale behind the operational superiority of an SDL‐based system in value co‐creation.

The sentiment analysis identified three key differentiators: intangibles; operant resources; and information symmetry as the reason why an SDL‐based service system is superior to a GDL‐based system. The study also identified specific attributes linked to the key differentiators that could be built into a service system design and verified during a review of that design.

The paper contributes to research by: showing why an SDL based service system is superior to a GDL based one; proposing guidelines for service system design based on SDL to arrive at a favourable customer experience; and to managers by showing that customers have much to contribute in service development and realisation.

The research presented in this paper has been conducted to understand the impact of advanced-servitized-products on the longitudinal sales performance of manufacturing companies across international markets. The research strives to understand how the onsite presence leverages this impact.

To reach this objective, an empirical sample of more than 4,000 sales transactions covering the period 2010–2019 in 74 foreign markets was collected from a single high-tech manufacturer producing and selling servitized solutions. The authors use a time fixed-effects model to test the authors' theoretically deduced hypotheses.

The authors' find the proportion of advanced-servitized products to positively impact sales performance over time and that this relation is moderated by the choice of international distribution channel. As compared to direct exports, onsite presence and intermediaries present a positive and negative moderating effect, respectively.

The paper offers a rare look into the international sales performance of advance-servitized-products. This paper does so using a service-dominant logic, which is still scarcely used within the servitization literature, despite the logic's adequacy for the study of the market behavior of service-augmented products.

The purpose of this paper is to provide further insight into operations management of the product-service (P-S) transition, known as servitization, and the resulting product service system (PSS) offerings. In exploring the P-S transition, this paper adopts a service-dominant (S-D) logic view of value creation, using it as a lens through which to explore value propositions of the P-S transition and their operations design.

This paper presents an in-depth case study of an original equipment manufacturer of durable capital equipment who, over the last five years, has expanded its offerings to include use- and result-orientated PSS. The research design uses a multi-method approach; employing 28 in-depth qualitative interviews with customers and employees and analysis of texts, documents and secondary data including five years of enterprise resource planning (ERP), call centre and contract data.

The paper identifies ten generic P-S attributes that are abstracted into four nested value propositions: asset value proposition; recovery value proposition; availability value proposition; and outcome value proposition. In examining the operations design for delivery of these value propositions, it is found that the role and importance of contextual variety increases as the organisation moves through the value propositions. Interdependencies amongst the value propositions and differences in operational design for each value proposition are also found.

The paper investigates PSS through a S-D logic mindset. First, the paper considers value propositions of PSS not according to “product” or “service” but in terms of how resources (both material and human) are optimally designed to co-create customer value. Second, a value co-creation system of nested value propositions is illustrated. In so doing, the findings have a number of implications for literature on both PSS and S-D logic. In addition, the research adds to the PSS literature through the identification and consideration of the concept of contextual use variety.

The paper demonstrates the complexity of the transition from product to service. Specifically, service cannot be seen as a bolt-on extra to their product offering; complexity caused by interactions and changes to the core offering require a systems perspective and consideration of both firm and customer skills and resources.

This paper extends existing literature on the P-S transition and its implications for operations management. Notably, it takes an S-D logic perspective of value creation and in so doing highlights the importance and role of contextual use variety in the P-S transition. It also provides further empirical evidence that the P-S transition cannot be treated as discrete stages but is evolutionary and requires a complex systems perspective.

Recent research demonstrates how firms strive to shape their business environment and level the playing field in their favor. To explain this phenomenon, business scholars use competing notions: markets, business networks and service ecosystems. The purpose of this paper is to identify and address a potential problem, in that these notions overlap to a considerable extent, as scholars tend to draw from and contribute to academic silos.

The authors approach the issue of potential overlaps in the current literature on markets, business networks and service ecosystems through a literature review of each of these three concepts, with special attention to both their overlaps and differences.

The authors’ review of the extant literature allows the authors to concur with Ballantyne et al. (2011) that contemporary service research shows a tendency to create, adopt and overuse labels. This situation has given rise to what the authors term “academic silos” in which even closely related research stream tend to become isolated, and the authors posit that a more holistic view would be beneficial.

The authors offer two main contributions to the existing literature. The first contribution is mainly theoretical, aimed at business research, and consists of providing a review and understanding of the partly competing, partly complimentary concepts of markets, business networks and service ecosystems, in which the authors’ further address service ecosystems based on both a service-dominant logic and a service logic understanding. The second contribution is more managerial, arguing for the need of the successful business research to consider the desired end result of contributing to successful business practices.