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The evolution of markets - A service ecosystems perspective
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013). Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School (from 2013).ORCID iD: 0000-0002-2062-0931
2018 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This conceptual dissertation aims to build an integrative and transdisciplinary framework of market evolution by reconnecting the study of innovations and markets, with help from the service ecosystems perspective. The service ecosystems perspective offers a processual, systemic, and institutional view on value creation, which is grounded in the axiomatic assumptions of service-dominant (S-D) logic. Hence, the dissertation departs from the premise that value, when perceived, is always cocreated by multiple, institutionally guided actors in service ecosystems through service exchange and the integration of resources. The dissertation extends the conceptualizations of innovations and markets from a service ecosystems perspective, with the help of institutional theory. The resulting transcending conceptualizations are then used to reconcile the paradoxical tensions identified in the conceptualizations of innovations within service research and markets within marketing literature in order to synthesize their substantial contributions into a cohesive framework of market evolution. By connecting insights from five appended papers and the reconciled literatures, the dissertation develops a recursive four-phase process model of market evolution as institutional dynamics of multi-dimensional value cocreation structures. The model explains how innovations as proto-institutional value cocreation structures emerge and how markets as institutionalized value cocreation structures evolve through institutional work carried out by multiple actors aiming to either maintain or disrupt a prevailing market. By beginning to unravel the institutional processes and market shaping strategies contributing to market evolution, the dissertation provides guidance to actors who are interested in markets and their development.

Abstract [en]

This conceptual dissertation builds an integrative and transdisciplinary framework of market evolution by drawing on and extending the service ecosystems perspective. With the help of institutional theory, the dissertation develops transcending conceptualizations of markets and innovations to reconcile and reconnect the discussion on markets in marketing literature and innovations in service research. By synthesizing insights from the reconciled literatures and five appended papers, the dissertation develops a recursive, four-phase process model of market evolution as institutional dynamics of multi-dimensional value cocreation structures. The resulting framework provides guidance to actors aiming to either maintain or disrupt a market.

Place, publisher, year, edition, pages
Karlstad: Karlstad University Press, 2018. , p. 161
Series
Karlstad University Studies, ISSN 1403-8099 ; 2018:6
Keywords [en]
Market, innovation, market evolution, service ecosystems, institutions, institutional change, value cocreation, service-dominant logic, conceptual research, transdisciplinary research
National Category
Social Sciences Business Administration
Research subject
Business Administration
Identifiers
URN: urn:nbn:se:kau:diva-65999ISBN: 978-91-7063-835-0 (print)ISBN: 978-91-7063-930-2 (print)OAI: oai:DiVA.org:kau-65999DiVA, id: diva2:1178503
Public defence
2018-01-16, Erlandersalen, 11D 227, Karlstad, 13:15 (English)
Opponent
Supervisors
Available from: 2018-03-01 Created: 2018-01-29 Last updated: 2018-05-31Bibliographically approved
List of papers
1. Institutions as resource context
Open this publication in new window or tab >>Institutions as resource context
2016 (English)In: Journal of service theory and practice, ISSN 2055-6225, E-ISSN 2055-6233, Vol. 26, no 2, p. 163-178Article in journal (Refereed) Published
Abstract [en]

Purpose – 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.”

Design/methodology/approach – 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.

Findings – 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”.

Research limitations/implications – 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.

Practical implications – 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.

Originality/value – 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.

Paper type Conceptual paper 

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Institutional complexity, Institutions, Resources-in-context, Service ecosystems, Value co-creation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-41094 (URN)10.1108/JSTP-09-2014-0190 (DOI)000374444100003 ()
Available from: 2016-03-18 Created: 2016-03-18 Last updated: 2018-01-29Bibliographically approved
2. Institutional Complexity as a Driver for Innovation in Service Ecosystems
Open this publication in new window or tab >>Institutional Complexity as a Driver for Innovation in Service Ecosystems
2016 (English)In: Service Science, ISSN 2164-3962, E-ISSN 2164-3970, Vol. 8, no 3, p. 333-343Article in journal (Refereed) Published
Abstract [en]

This paper extends research on innovation as institutional change within service science and service-dominant (S-D) logic by conceptualizing the emergence of novel solutions in service ecosystems. We pay particular attention to how actors (individuals and organizations) are able to create new solutions that change the very institutional arrangements that guide and constrain them. We propose that institutional complexity—the multiplicity of institutional arrangements confronting actors with conflicting prescriptions for action—drives the emergence of novelty. Institutional complexity reduces the influence of prevailing institutions by activating conscious problem solving and making available multiple institutional “toolkits.” These dynamic toolkits consist of the cultural norms and meanings, as well as material practices, associated with specific institutional arrangements, with which actors can jointly reconstruct and change value cocreation practices and advance change in the institutional arrangements of service ecosystems. This paper contributes to service science and S-D logic by providing a more comprehensive understanding of innovation driven by institutional complexity, in which the stability of institutional arrangements is reconciled with the actor-driven creation of novel solutions constitutive of institutional change. 

Place, publisher, year, edition, pages
Institute for Operations Research and the Management Sciences (INFORMS), 2016
Keywords
Innovation, institutional complexity, service ecosystems, service-dominant logic, service science
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-55325 (URN)10.1287/serv.2016.0151 (DOI)000390566500007 ()
Available from: 2017-06-22 Created: 2017-06-22 Last updated: 2018-01-29Bibliographically approved
3. Innovation in service ecosystems - Breaking, making, and maintaining institutionalized rules of resource integration
Open this publication in new window or tab >>Innovation in service ecosystems - Breaking, making, and maintaining institutionalized rules of resource integration
Show others...
2016 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 8, p. 2964-2971Article in journal (Refereed) Published
Abstract [en]

Drawing on service-dominant logic and institutional theory, this paper examines innovation as a process that unfolds through changes in the institutional arrangements that govern resource integration practices in service ecosystems. Four cases are used to illustrate the interdependent patterns of breaking, making and maintaining the institutionalized rules of resource integration occurring on multiple levels of institutional context. Such institutional work allows actors to cocreate value in novel and useful ways by a) including new actors, b) redefining roles of involved actors and c) reframing resources within service ecosystems. Our findings show that while the efforts of breaking and making the institutionalized rules are required for such changes to occur, at the same time, institutional maintenance is also important for these changes to institutionalize, that is, to become an integral part of the institutional structure coordinating value cocreation.

Place, publisher, year, edition, pages
Elsevier, 2016
Keywords
Innovation; Service ecosystems; Resource integration; Institutions; Service-dominant logic; Multiple case study
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42365 (URN)10.1016/j.jbusres.2016.02.029 (DOI)000377726600037 ()2-s2.0-84959867032 (Scopus ID)
Available from: 2016-06-07 Created: 2016-05-23 Last updated: 2018-01-29Bibliographically approved
4. Extending actor participation in value creation: An institutional view
Open this publication in new window or tab >>Extending actor participation in value creation: An institutional view
2016 (English)In: Journal of Strategic Marketing, ISSN 0965-254X, E-ISSN 1466-4488, Vol. 24, no 3-4, p. 210-226Article in journal (Refereed) Published
Abstract [en]

This article explores how seemingly distinct actors contribute to value creation and evaluation in a fundamentally similar way. It shows that the division of actors into dichotomies such as producers€™ and €˜consumers, ˜paying€™ and non-paying€™ customers, and adopters and non-adopters, is based on narrow, unidirectional, transactional, and dyadic views on value creation and delivery. The article highlights the limitations of these views and draws on a service ecosystems perspective and its broader notion of co-created and contextual value to overcome these limitations. More specifically, the article, by connecting two frameworks (markets-as-practice and institutional work), extends a generic actor-to-actor conceptualization of value creation, in showing that all economic and social actors participate in value creation in a fundamentally similar way. That is, they enact value co-creation practices and simultaneously shape these practices by creating, maintaining and disrupting the institutions that guide their (re)enactment. Thus, the article proposes a unified view on actors’ participation in value creation that not only points to the involvement of broader actor categories in value creation and market formation processes, but also provides important strategic implications in the form of a research agenda.

Place, publisher, year, edition, pages
Routledge, 2016
Keywords
actor-to-actor; value creation; service ecosystems; markets-as-practice; value co-creation practices; institutional work
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-42311 (URN)10.1080/0965254X.2015.1095225 (DOI)000386929800004 ()2-s2.0-84951274855 (Scopus ID)
Available from: 2016-06-10 Created: 2016-05-23 Last updated: 2018-01-29Bibliographically approved
5. Dimensions and dynamics of markets as value cocreation solutions
Open this publication in new window or tab >>Dimensions and dynamics of markets as value cocreation solutions
(English)Manuscript (preprint) (Other academic)
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:kau:diva-65986 (URN)
Available from: 2018-01-29 Created: 2018-01-29 Last updated: 2018-01-29

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