Understanding Customer Value in Technology-Enabled Services: A Numerical Taxonomy Based on Usage and Utility

Lee, Min Kyung; Verma, Rohit; Roth, Aleda V.

doi:10.1287/serv.2015.0105

Cited by 17 publications

(12 citation statements)

References 76 publications

(90 reference statements)

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“…(See, for example, the value of frameworks, conceptual typologies, and numerical taxonomies in jumpstarting traditional services, e.g. Lee et al, 2015 andBoyer, 2000. ) Today's technology-mediated sharing economy platforms enable shared service offerings between customers as service providers and receivers -most of whom are neither employees nor customers of the platform firm.…”

Section: Sharing Economy Conceptual Typologymentioning

confidence: 99%

Service operations: what’s next?

Victorino

Buell³

et al. 2018

JOSM

103

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Purpose-The purpose of this article is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics determined by the Journal of Service Management (JOSM) Service Operations Expert Research Panel. By offering a good number of such research questions, we provide a broad range of ideas to spur conceptual and empirical research related to service operations. As a result, we hope to encourage the continued creation of deep knowledge within the field, as well as collaborative research across disciplines that develop and incorporate insights from service operations. Design/methodology/approach-Based on a Delphi study, described in the companion article, "Service Operations: What Have We Learned?," the panel identified eight key research themes in service operations where leading-edge research is being done or has yet to be done (Victorino, et al., 2018). In this article, we select three or four topics within each theme and propose multiple questions for each topic to guide research efforts. The topics and questions, while wide-ranging, are representative of the many ongoing research opportunities related to service operations. Findings-The field of service operations has many interesting research topics and questions that are largely unexplored. Furthermore, these research areas are not only increasingly integrative across multiple themes within operations but often transcend functional disciplines. This creates opportunities for ever more impactful research with a greater reach throughout the service system and suggests that service researchers, regardless of functional affiliation, can contribute to the ongoing conversation on the role of service operations in value creation. Originality/value-We leverage the collective knowledge of the JOSM Service Operations Expert Research Panel to elaborate on the research themes generated from the Delphi study and put forward novel questions for future study. Recognizing that the number of potential research questions is virtually unlimited, we also provide summary questions by theme and topic. These questions represent a synopsis of the individual questions and can serve as a quick reference guide for researchers interested in pursuing new directions in conceptual and empirical research in service operations. This summary also serves as a framework to facilitate the formulation of additional research topics and questions.

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Section: Sharing Economy Conceptual Typologymentioning

confidence: 99%

Service operations: what’s next?

Victorino

Buell³

et al. 2018

JOSM

103

View full text Add to dashboard Cite

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“…In many cases, value co-creation happens in a complex interaction between service providers and customers, and this is normally followed by organizational learning [34,74,78] through different techniques [79,80]. Therefore, a successful use of value co-creation often requires correctly understanding value and explaining it in order to increase familiarity with the important and mutual aspects of value creation [81,82].…”

Section: Literature Reviewmentioning

confidence: 99%

A Conceptual Framework for Value Co-Creation in Service Enterprises (Case of Tourism Agencies)

2019

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Traditional companies used to design products, evaluate marketing messages, and control product distribution channels with a low level of customer contribution. Nonetheless, with the advancements in communication and information technologies, the interaction between customers and company is much higher compared to the past, and it is no longer solely controlled by the companies; thus, users can now impact companies by simultaneously playing two roles as value creators and as consumers. The present study develops a conceptual framework for value co-creation in small- and medium-sized tourism agencies. The sample consisted of 23 purposefully selected employees and managers of small- and medium-sized tourism agencies. Data were extracted from semi-structured interviews and analyzed with open and axial coding. For validity, an eight-person panel of experts was asked to review the framework and to apply corrective comments. The reliability was tested using a re-test method, which confirmed the reliability of the coding with a re-test reliability of 79%. Based on the findings, the proposed framework contains eight components including value inception, value conception, value risk, resource planning, platform, actors, co-creation process, co-created value, and learning process, whose components were identified and encoded.

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“…In this special issue, Dedene et al (2015), Rajala et al (2015), and Lee et al (2015) provide empirical studies that consider this difficult question. The challenge of measuring value brings the researcher to proposing a decomposition of value into measurable dimensions.…”

mentioning

confidence: 99%

“…Measuring value requires specifying the output resources of a service to determine what uses of these resources lead to value creation. In the case of a given context such as industrial B2B service (Rajala et al 2015) or hotel services (Lee et al 2015) the processes of the service offer a convenient framework for defining the decomposition. Lessard (2015) introduces value cocreation modeling (VCM) for knowledge-intensive service innovation.…”

mentioning

confidence: 99%