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The SETUP09 system consists of both navigation and a computer-aided drawing technique for people who are blind and visually impaired (BVI). The purpose of this paper is to address the need for a screen navigation technique, which can facilitate a user’s ability to produce art, and scientific diagrams electronically, by introducing a compass-based screen navigation method.

BVI computer users were tested using different screen navigation tasks to assess the accuracy and efficiency of this compass-based navigation technique by using a prototype (SETUP09) and tactile paper grid maps.

The results confirmed that the compass-based navigation facilitates higher accuracy in screen-based moving and location recognition with a noticeable reduction in time and effort.

Improvements such as the addition of a sound layer to the interface, use of hotkeys, braille and user speech inputs are yet to be tested.

The current lack of suitable and efficient screen navigation technology is a limiting factor for BVI students and computer users in producing diagrams and drawings. This may place limitations on their career progression and life contentment. It is challenging for a BVI person to draw diagrams and art, which are commonly taught in education or used in industry. The compass-based screen navigation system was developed to address BVI users’ need to be able to create such content.

A compass-based navigation method enables screen navigation through a formal command language and enables intuitive movement to a screen location using matrix-style compass directions with zoom-in and zoom-out capabilities.

The purpose of this paper is to propose both a retrospective and a prospective look at one of the most powerful concepts in marketing research: consumption experience.

A historical review of the development of the concept of consumption experience is conducted from its introduction 35 years ago by Holbrook and Hirschman’s (1982) seminal paper to the most recent advances, including the articles selected for this special issue.

First, the authors show that the introduction of the concept of consumer experience was a major (r)evolution on the theoretical, methodological and managerial levels. Second, the authors examine the theoretical risks associated with a biased conceptualization of the consumption experience. Third, the authors highlight future avenues for research on the consumption experience from both macro- (“zoom-out”) and micro-analytic (“zoom-in”) perspectives.

This paper offers a comprehensive view on one of the most disruptive concepts in marketing theory.

The purpose of this paper is to present the relationship implications of additive manufacturing (AM), which has the ability to produce layer-by-layer three-dimensional complex products by adding material in comparison to traditional manufacturing processes which remove material – for industrial marketing.

After presenting the literature on customer relationships and digital technologies in business-to-business, the study uses a “zoom-out” and “zoom-in” perspective to review the extant literature on AM and then makes study propositions for industrial marketing.

Through the adoption of AM technologies, the study suggests that firms can improve their level of servitization through customized products, offer more sustainable value propositions and empower their customers through the sale of digital files, which can be considered as levers to strengthen relationships with customers.

This paper makes several propositions regarding the relationship implications of AM for industrial marketing that further research should test.

This paper highlights the relational benefits that adopting AM may represent for companies.

While AM which is considered as an industrial revolution has generated a wide body of research in engineering and operations and technology management sciences, its impact on industrial marketing remains understudied.

This article positions actor–-network theory (ANT) as a practice perspective and deploys it to explore the performative practices of internal consultancy teams as they implemented major programmatic change projects within a global telecommunication company. The change process required the creation of a “change network” that emerged as a boundary spanning and organising network as the consultants sought to implement and translate a highly structured change methodology and introduce new meta-routines within the organisation.

By combining the methodological datum of ANT to “follow the actors” (whatever form they take) with the guiding principle of practice theory to focus on practices rather than practitioners, the research explored the in-between temporal spaces of performative practices as they unfolded in relation to standardised routines, material artefacts and the tools and techniques of a systematic change methodology. By a method of “zooming out” and “zooming in” the research examined both the larger context of action and practice in which the change network emerged and the consultants' performative practices; but without falling into static macro–micro dualism, or a purely ethnographic “thick description” of practice. The research is based on interviews (25), participant observation and a review of the extensive documentation of the change methodology.

The findings indicate both how consultants' performative practices are embedded in the social and material arrangements of a change network, and why the intentional, expert or routine enactment of a highly standardised change methodology into practice is intrinsically problematic. Ultimately, the consultants could not rely on knowledge as a fixed, routine or pre-given empirical entity that predefined their actions. Instead, the consultants' performative practices unfolded in temporal spaces of in-betweenness as their actions and practices navigated shifting and multiple boundaries while confronting disparate and often irreconcilable ideas, choices and competing interests.

As an ANT practice perspective, the research blends mixed methods in an illustrative case study, so its findings are contextual, although the methodological rationale may be applicable to other contexts of practice.

The theoretical framing of the research contributes to repositioning ANT as practice theory perspective on change with a central focus on performative practice. The illustrative case demonstrates how a boundary spanning “change network” emerged and how it partly defined the temporal spaces of in-betweenness in which the consultants operated.

Although the digital era has given rise to major transformations in many industries, health care has been remarkably resistant to radical innovations coming outside the field. The purpose of this paper is to explore and explain how new ventures aim to break institutional arrangements (i.e. regulations, normative rules, and cultural-cognitive beliefs) protecting the field by introducing digitally enabled service innovations into health care markets.

The study is qualitative and interpretative in nature and utilizes case study as a research strategy. The paper is based on data that were collected through narrative interviews and document analysis from seven new ventures participating in a start-up accelerator program.

Results indicate that service innovations that require a change in the institutional structures of the health care system are enacted through three highly iterative key processes: institutional sensemaking that creates an understanding of prevailing institutional arrangements and that constructs meaning for institutional change efforts, theorization of change through linguistic device, and modifications of institutions by building legitimacy and mobilizing external constituencies.

The findings provide practical insights into how new ventures struggle, navigate, and negotiate on specific alternatives related to institutional change while pursuing the introduction of innovations to market.

This research extends the institutional perspective on service innovation by zooming into micro-level processes of institutional change driven by new ventures. The study develops the theory of institutional entrepreneurship by highlighting cognitive processes of change, and suggests incorporating “institutional thinking” more tightly into the study and management of service innovation.

This chapter describes an application of clean language interviewing to organisational change work through a process we call modelling shared reality (MSR). This process was developed in 2006 by Stefan Outober, James Lawley, Annemiek van Helsdingen, Wendy Nieuwland and Maaike Nooitgedagt (Van Helsdingen & Lawley, 2012). It is based on the clean language & symbolic modelling process (Lawley & Tompkins, 2000). MSR has been applied in a multitude of settings over the last 15 years in the context of organisational change and development, as well as policy decisions and evaluations and other participative processes.

We believe that how people in organisations behave is steered mostly by how they perceive ‘reality’ (Nieuwland & Nooitgedagt, 2018). MSR aims to facilitate movement and change in organisations by enabling participants to explore their individual and collective perceptions of reality.

In this chapter, we describe the principles and steps of the MSR process, highlighting the role of clean language interviewing (CLI). MSR represents a form of action research, the aim of which is to facilitate organisational change rather than to produce abstract knowledge. Illustrated by a case study of a finance department in a social housing corporation, the chapter shows how CLI can be used to work with shared constructs of reality.