Services networks: Concept and research agenda

Henneberg, Stephan C.; Gruber, Thorsten; Naudé, Peter

doi:10.1016/j.indmarman.2012.11.013

Cited by 37 publications

(40 citation statements)

References 44 publications

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“…Gebauer et al (2013) approached the theme of the capabilities-driven relational view from a slightly different perspective. The authors focussed on inter-firm network structures and created a link between the network-oriented dynamic capabilities approach and the service networks perspective (Henneberg et al, 2013). Four types of service networks were identified with an explorative study: a vertical after-sales network, a life cycle services network, a horizontal outsourcing network, and an integration service network.…”

Section: Relational View Endeavorsmentioning

confidence: 99%

“…Servitization scholars have been moving toward a systemic perspective in service network research, that is, agreeing that service networks include many different actors -technical and non-technical -connected with each other through direct and indirect relationships (Henneberg et al, 2013;Kowalkowski et al, 2013b;Maglio and Spohrer, 2008). However, these approaches seem to apply only to more advanced service offerings.…”

Section: From Technology Orientation To Socio-technical Systemsmentioning

confidence: 99%

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Seeking competitive advantage with service infusion: a systematic literature review

Eloranta

Turunen

2015

Journal of Service Management

147

137

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Purpose – The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis. Design/methodology/approach – A systematic literature review analyzes the links between the service infusion and strategy literature. Findings – The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors. Research limitations/implications – The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution. Originality/value – This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

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Section: Relational View Endeavorsmentioning

confidence: 99%

Section: From Technology Orientation To Socio-technical Systemsmentioning

confidence: 99%

Seeking competitive advantage with service infusion: a systematic literature review

Eloranta

Turunen

2015

Journal of Service Management

147

137

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“…Combining a manufacturing with a service focus but not highlighting innovation, marketing, or purchasing, the Journal of Service Management has published special issues on Service Infusion in Manufacturing Industries (Gustafsson, Brax, & Witell, 2010) and 6 the Management of Complex Engineering Service Systems (Neely, Ng, & Roy, 2014). Industrial Marketing Management highlighted service systems/science and creativity in business services in another special issue, entitled B2B Service Networks and Managing Creativity in Business Market Relationships (Henneberg, Gruber, & Naudé, 2013) In the Journal of Business Research, a similar special issue (but without a service focus) has been published, entitled Winning Strategies for Innovation and High-Technology Products Management (Kim & Huarng, 2011), and the Journal of Business & Industrial Marketing has had a special issue specifically on Service Innovation in B2B Firms (Kindström & Kowalkowski, 2014). However, no previous special issue has combined three fundamental business functions with a business service context.…”

Section: Academic Interest In Business Servicesmentioning

confidence: 99%

Organizational behavior in innovation, marketing, and purchasing in business service contexts—An agenda for academic inquiry

Holmlund

Kowalkowski

Biggemann

2016

Journal of Business Research

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Many businesses today recognize the increased significance of service and the transition toward service orientation. Nonetheless, organizational practitioners frequently encounter problems managing this shift and seizing service-related business opportunities. This practical relevance, together with many still-unanswered service research questions, have inspired the preparation of this special section. We discuss the significance of business services from an academic and practitioner perspective. We find ample opportunities for conducting research combining managerial and academic relevance on behavioral theory linked to innovation, marketing, and purchasing research in business-to-business service contexts. The interrelationships among these domains are ripe for theoretical and empirical development.Against this background, the contributions in this special issue advance the extant literatures on business services and include (1) a study on how incremental innovation can become tradable as a service, (2) a demonstration of how innovative brands increases business performance, (3) a behavioral approach on organizational innovation adoption, (4) a framework of how practitioners handle relationship gaps and what factors form their behaviors, (5) an analysis of the role of relationship learning between service offerings and sales performance, and (6) an investigation of how power relationships and social integration influence learning in temporary organizations. We finish by providing a research agenda. First, more research is needed on the buyer perspective. Second, researchers need to keep in mind financial issues related to business services. Third, more researchers could tap into management, leadership, and decision-making in business service companies. Finally, sustainability, social responsibility, and environmental considerations are important topics for further exploration.

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“…In positing the 'service network' concept, Henneberg et al (2013) argue that simple service provider-buyer dyads do not reflect the true complexity of many service relationships. Moller and Torronen (2003) also explore value creation in a network context, but do so in a manner not especially indebted to SDL.…”

Section: A Network View Of Value Co-creationmentioning

confidence: 99%

Managerial perceptions of service-infused IORs in China & India: A discursive view of value co-creation

Rod

Lindsay

Ellis

2014

Industrial Marketing Management

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. This paper explores the managerial challenges facing firms seeking to build relationships with other network actors while doing business in foreign markets. By taking a critical perspective on an area of increasing importance in both manufacturing and service sectors, that of value co-creation, the paper explores how managers in different cultural contexts make sense of the notion of 'value' in interorganizational B2B relationships between New Zealand service and service-infused supplier firms and buyers in China and India. From an analysis of the interview-based accounts on both sides of the buyer-seller dyad marked differences emerge regarding value-creation within managers' discourse around partnerships, collaboration and cooperation. Our findings suggest that the Indian manager's discursive use of 'partnership' draws on service-dominant logic in viewing this type of interaction as a means for co-creating value; they and their New Zealand suppliers are jointly involved in co-creating value within a service system, creating value-in-use. In contrast, the predominant perspective seen in the discourse of Chinese managers is the use of cooperation as a means of making transactions more cost-effective, or to fill gaps in their supply chains, resulting in the creation of transaction-based, coproduction of value, which suggests a value-in-exchange orientation. In both cases, there is repeated reference to more peripheral actors whose efforts result in what we interpret as network value creation, based on their interactions with actors within the buyer-seller dyad.

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Services networks: Concept and research agenda

Cited by 37 publications

References 44 publications

Seeking competitive advantage with service infusion: a systematic literature review

Seeking competitive advantage with service infusion: a systematic literature review

Organizational behavior in innovation, marketing, and purchasing in business service contexts—An agenda for academic inquiry

Managerial perceptions of service-infused IORs in China & India: A discursive view of value co-creation

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