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This paper addresses the growing fragmentation between traditional and digital service innovation (DSI) research and offers a unifying metatheoretical framework.

Grounded in service-dominant (S-D) logic's service ecosystems perspective, this study builds on an institutional and systemic, rather than product-centric and linear, conceptualization of value creation to offer a unifying framework for (digital) service innovation that applies to both physical and digital service provisions.

This paper questions the commonly perpetuated idea that DSI fundamentally changes the nature of innovation. Instead, it highlights resource liquification—the decoupling of information from the technologies that store, transmit, or process this information—as a distinguishing characteristic of DSI. Liquification, however, does not affect the relational and institutional nature of service innovation, which is always characterized by (1) the emergence of novel outcomes, (2) distributed governance and (3) symbiotic design. Instead, liquification makes these three characteristics more salient.

In presenting a cohesive service innovation framework, this study underscores that all innovation processes are rooted in combinatorial evolution. Here, service-providing actors (re)combine technologies (or more generally, institutions) to adapt their value cocreation practices. This research demonstrates that such (re)combinations exhibit emergence, distributed governance and symbiotic design. While these characteristics may initially seem novel and unique to DSI, it reveals that their fundamental mechanisms are not limited to digital service ecosystems. They are, in fact, integral to service innovation across virtual, physical and blended contexts. The study highlights the importance of exercising caution in assuming that the emergence of novel technologies, including digital technologies, necessitates a concurrent rethinking of the fundamental processes of service innovation.

The purpose of this paper is to examine the role of institutions and institutional complexity in the process through which resources-in-context get their “resourceness.”

To shed light on the process of potential resources gaining their “resourceness,” the authors draw from two streams of literature: the service ecosystems perspective and institutional theory.

The authors combine the process of resources “becoming” with the concept of institutions and conceptualize institutional arrangements, and the unique sets of practices, symbols and organizing principles they carry, as the sense-making frames of the “resourceness” of potential resources. In service ecosystems, numerous partially conflicting institutional arrangements co-exit and provide actors with alternative frames of sense-making and action, enabling the emergence of new instances of “resourceness”.

The paper suggests that “resourceness” is inseparable from the complex institutional context in which it arises. This conceptualization reveals the need for more holistic, systemic and multidisciplinary perspectives on understanding the implications of the process of resources “becoming” on value co creation, innovation and market formation.

As the “resourceness” of potential resources arises due to the influence of institutions, managers need a more profound understanding of the complimentary and inhibiting institutional arrangements and the related practices, symbols and organizing principles that comprise the multidimensional context in which they operate.

This paper is one of the first to focus specifically on the process of resources “becoming,” using a systemic and institutional perspective to grasp the complexity of the phenomenon.

The purpose of this paper is to respond to the criticism O'Shaughnessy and O'Shaughnessy made of service‐dominant logic in EJM, on behalf of both the paper and the worldwide community of scholars that have embraced S‐D logic as historically informed, integrative, transcending and rich in its potential to generate theoretical and practical contributions.

The paper is a critical, conceptual analysis of the fallacious arguments that O'Shaughnessy and O'Shaughnessy developed to argue against the emerging and rapidly developing service‐dominant logic.

The paper shows that, contrary to the claims of O'Shaughnessy and O'Shaughnessy, S‐D logic: is neither regressive nor intended to displace all other marketing perspectives; is not advocating technology at the expense of explanatory theory; and is pre‐theoretic and intended to be soundly grounded in a manner to assist theory construction.

Theory advancement is critical to marketing and S‐D logic puts special emphasis on the development of theory. It begins to do this by proposing ten foundational premises, which some may wish to refer to as axioms. From these axioms, considerable theoretical work and related empirical research can develop.

O'Shaughnessy and O'Shaughnessy wish to prevent marketing scholars from adopting, advocating, and supporting service‐dominant logic and, as they suggest, taking a backward step. They view the S‐D logic movement as primarily USA‐dominated (which it is not) and are firmly anti‐S‐D logic. The available evidence from around the world suggests that the S‐D logic movement has profound implications for the advancement of both marketing science and marketing practice.

It is critical that S‐D logic should not be viewed as being represented by a single paper but as a body of work that Lusch and Vargo have developed since their initial publication and also the work of a community of scholars working collaboratively to co‐create S‐D logic.

The purpose of this paper is to explore the social and cultural aspects of the context that frames service exchange to better understand how value and experience are evaluated.

The authors apply a conceptual approach to develop and propose a framework for deepening the understanding of the context of market-related experiences. The authors integrate two growing streams of research – consumer culture theory and service-dominant logic – that focus on phenomenological and experiential views on value and extend the context of experience with a culturally rich, service-ecosystems view of markets.

The authors broaden the context of experience by applying a service-ecosystems perspective and identify four social and cultural factors that influence experience from this extended context – sign systems and service ecosystems; multiplicity of structure and institutions; value-in-cultural-context; and co-construction of context. Based on this, the authors point toward directions for future research.

The proposed framework points researchers and managers toward an extended context that is reproduced through the co-creation of value and influences evaluations of experience. Empirical research is needed to provide evidence of the proposed framework and further extend the understanding of dynamic social and cultural contexts.

The findings of this study provide a broader scope of context and identify additional social and cultural factors for managers to consider in their efforts to enhance customer experiences.

Traditional views of markets limit the context of experience to firm-customer encounters or consumer-centric practices and processes. This paper extends the context of experience to consider the practices and perspectives of multiple actors and various views on value.

The purpose of this paper is to extend conceptually the context of service beyond service encounters and servicescapes by applying a service-ecosystem approach to context and experiential view on value.

We develop a conceptual framework of an extended service context that is based on an S-D logic, service-ecosystems view.

The service ecosystem approach proposed here contributes to the advancement of “services” marketing research by extending the context of service in two ways: its emphasis on service as the basis of all exchange allows the consideration of all instances of value-in-use, in-context, to be considered as a service experience; its conceptualization of context broadens the time/place dimensions that conventionally restrain research in service encounters and servicescapes beyond physical, social, symbolic and relational dimensions to consider the multiplicity of institutions across a wider socio-historic space.

This paper offers a broad conceptual framework for considering an extended view of service context. Future research is needed, both conceptual and empirical, to identify more specific components of service context and how they influence evaluations of experience.

Extending the scope of service context draws attention to the participation of customers and other actors in the co-creation of the service context, as well as the experience. This points toward the need to consider the competences and skills of customers as well as their socio-historic perspective in the design and development of a servicescape or more specific service encounter.

We offer a dynamic perspective of service context to help further the reach of services marketing research by extending the context of service across a variety of exchange encounters and pointing toward institutions as a central influence on phenomenological views of experience.

The purpose of this paper is to propose and elaborate on a service‐dominant‐logic‐based conceptualization of relationship that transcends traditional conceptualizations.

The paper consists of a review of traditional conceptualizations of relationship, a review of service‐dominant logic foundational premises that are useful in reframing the concept, and supporting views from the institutional economics and business ecosystems literature.

A transcending, service‐dominant‐logic‐based conceptualization of relationship as a general term representing the network‐with‐and‐within‐network nature of value creation, with transactions as “temporal isolates” of relationships is suggested.

This higher‐order conceptualization of relationship provides a foundation for better understanding the role of relationship in value creation, as well as its correspondence to transactions and products.

The purpose of this paper is to examine shopper marketing through service-dominant logic and service ecosystem lenses. In doing so, the authors reveal challenges and opportunities for supply chain management.

The work is conceptual, drawing on contemporary service-dominant logic thinking.

Examination of shopper marketing reveals that it is currently stuck in goods-dominant logic and micro-level ways of thinking. By taking a macro service ecosystem view, all actors, including shoppers, are seen as resource integrators seeking resource density. The macro view highlights a significant amount of goods and information flow and variance now being added throughout shopper marketing systems.

A guiding framework with appropriate terms defined offers new research directions and new ways practitioners can approach challenges in the industry. Research programs are suggested in the areas of facilitating resource density, examining the extent of ecosystems, measurement, mapping of resources, and creating shopper marketing innovations.

This study provides an alternative way of looking at problems that arise in supply chain management planning and execution of shopper marketing initiatives.

Few scholastic articles address shopper marketing even within marketing and essentially none do so in supply chain management despite it having significantly disrupted supply chains since 2004. This article offers an overview of shopper marketing and helps supply chain managers identify quickly how they can add value and supply chain management researchers begin to address the challenges.

While prior studies have examined how loyal customers create value for preferred manufacturers, this study aims to focus on the supply chain and captures the indirect economic and relational benefits and costs of customer value creation on channel intermediaries.

Service-dominant logic is used to explain the rationale behind consumer contributions and supply chain connectedness in an interactive online world. Drawing from the relevant literature, a conceptual model supported by propositions is presented.

As manufacturers utilize consumer contributions, affiliated intermediaries will report having less informational power, providing less value to the channel, greater benefit-based and cost-based dependence, heightened efforts to create channel value, an enhanced reputation and greater sales, and greater collaboration with customers.

This conceptual paper is the beginning of an investigation into the pragmatic function of a service-dominant view as it pertains to a marketing channel. As this avenue for research is further developed, it is important that the propositions included in this study first be examined.

Awareness of the underlying logic and the resulting impacts should aid channel intermediaries in realizing their own contributions throughout the manufacturer ' s value chain and recognizing changes to their positions of power. As a result, channel intermediaries should be better positioned to assess the health and future prospects of the relationship.

This work is the first study to examine potential impacts on the intermediary operating in a channel in which the manufacturer is significantly influenced by consumer contributions.