Service Design for Business

Reason, Ben; Løvlie, Lavrans; Flu, Melvin Brand

doi:10.1002/9781119176541

Cited by 34 publications

(17 citation statements)

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“…On the downside, the firm carries innovation-related risk (e.g. risk of failing to generate sufficient high-quality ideas, resource depletion risk in the case of unsuccessful innovation ideas; Reason et al, 2016). In terms of the firm's agency-driven engagement (right-hand side of Table 1's second column), firm-based actors -and the firm as an actor collective -will have the opportunity to explore and develop new ideas through service innovation, with the firm having the capacity to assign the most suitable actors to particular service innovation-related roles or tasks (Alexander et al, 2018).…”

Section: Insert Table 1 About Herementioning

confidence: 99%

Epilogue – service innovation actor engagement: an integrative model

Hollebeek

Andreassen

Smith

et al. 2018

JSM

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Purpose: 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. Engagement's boundedly volitional nature arises from actors' structural and agency-based characteristics and constraints that are addressed and further developed in a conceptual model of actor (i.e. customer, firm, employee) engagement with service innovation.Design/methodology/approach: Based on the observed gap, we 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, we integrate the key expected characteristics of positively (vs. negatively) valenced service innovation engagement for each of these actor groups in our analyses. Findings:We 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. Research limitations/implications:We discuss key theoretical implications arising from our analyses.Originality/value: Outlining service innovation actors' structure-and agency-driven engagement facets, our model can be used to explain or predict customers', the firm's, or employees' service innovation engagement-based activities.

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Section: Insert Table 1 About Herementioning

confidence: 99%

Epilogue – service innovation actor engagement: an integrative model

Hollebeek

Andreassen

Smith

et al. 2018

JSM

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show abstract

“…We gathered various stakeholders with an interest in collaborative MTC services, such as physicians, nurses, patients, and pharmacists. “Service safaris” [ 15 ] and “user shadowing” [ 16 ] were conducted to understand how the group felt about the currently available services and the sources of their problems during hospital stays. Service safaris and user shadowing are research methods to help understand how stakeholders interact with the service [ 15 , 16 ].…”

Section: Methodsmentioning

confidence: 99%

“…“Service safaris” [ 15 ] and “user shadowing” [ 16 ] were conducted to understand how the group felt about the currently available services and the sources of their problems during hospital stays. Service safaris and user shadowing are research methods to help understand how stakeholders interact with the service [ 15 , 16 ]. We shadowed stakeholders and recorded their facial expressions and behaviors during activities related to patient care.…”

Section: Methodsmentioning

confidence: 99%

“…We defined a “pain point” as a point where all three stakeholders were not at all satisfied, and defined an “opportunity point” as when one of the three stakeholders was not at all satisfied. The “customer journey maps” allowed us to see which parts of the service might need improvement ( Fig 2 ) [ 16 ]. Finally, we conducted focus group discussions and in-depth interviews with 18 physicians and 15 nurses to gather information about their interests and discomfort in current services, as well as their expectations for new MTC services [ 10 ].…”

Section: Methodsmentioning

confidence: 99%

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Service design oriented multidisciplinary collaborative team care service model development for resolving drug related problems

Han

Chu

et al. 2018

PLoS ONE

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Our goal was to help prevent drug-related morbidity and mortality by developing a collaborative multidisciplinary team care (MTC) service model using a service design framework that addressed the unmet needs and perspectives of diverse stakeholders. Our service model was based on a “4D” framework that included Discover, Define, Design, and Develop phases. In the “discover” phase, we conducted desk research and field research of stakeholders to identify the unmet needs in existing patient care services. We used service design tools, including service safaris, user shadowing, and customer journey maps to identify pain and opportunity points in the current services. We also performed focus group discussions and in-depth interviews with stakeholders to explore the needs for improved services. In the “define” phase, we generated the service concept by mind mapping and brainstorming about the needs of stakeholders. The service concept was defined to be a Patient-oriented, Collaborative, Advanced, Renovated, and Excellent (P-CARE) service. We named the service “DrugTEAM” (Drug Therapy Evaluation And Management). In the “design” phase, we designed and refined four prototypes based on results from validation tests for their application towards following services: 1) medication reconciliation, 2) medication evaluation and management, 3) evidence-based drug information, and 4) pharmaceutical care transition services. During the “develop” phase, we implemented four services in a longitudinal chronic care model, considering the time spent by patients for each inpatient and outpatient setting. In conclusion, this is a study to develop a collaborative MTC service model using service design framework, focused on managing the unmet needs of patients and healthcare providers. As a result of implementing this service model, we expect to strengthen the professional relationship between pharmacists and stakeholders to ultimately create better patient outcomes.

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“…Similarly, the MSI -Marketing Science Institute(2016) service innovation-related Research Priorities stated in the righthand column of Table I also suggest the importance of appropriate operant as well as operand resource integration in securing ongoing service innovation performance (Hibbert et al, 2012;Reason et al, 2016). For example, to design customer-centric stores, channels, etc., relevant operant/ operand resource combinations will create or optimize value (Breidbach et al, 2014).…”

Section: Service Innovationmentioning

confidence: 99%

The S-D logic-informed “hamburger” model of service innovation and its implications for engagement and value

Hollebeek

Andreassen

2018

JSM

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Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Practical implications 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). Originality/value 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).

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Service Design for Business

Cited by 34 publications

References 0 publications

Epilogue – service innovation actor engagement: an integrative model

Epilogue – service innovation actor engagement: an integrative model

Service design oriented multidisciplinary collaborative team care service model development for resolving drug related problems

The S-D logic-informed “hamburger” model of service innovation and its implications for engagement and value

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