Learning about service orientation in KIBS: understanding the customer as an active actor

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Cocreation of value is a core phenomenon in service systems. It implies that provider companies should change their focus from goods to service and to interaction with customers. Moreover, it means that the customers' role becomes increasingly important in a business activity. This kind of renewal is a learning challenge, as it includes a profound change in the providers' orientation and concrete practices to enhance customer understanding and foster collaboration. This article aims to deepen our knowledge about the complex social reality in which interaction, collaboration, and change processes take place by connecting the service-dominant logic and learning literature. Concrete ways of collaboration and activity changes are examined empirically in a case study. This case study illustrates how and what an information technology company learned when it, together with its customer and end users, developed its offering for service orientation. The results indicate that a genuine change in orientation requires both collaborative experimenting and conceptual learning; i.e., practical experience and its broader reflection go hand in hand. From a theoretical viewpoint, the study provides new insights into the interfaces of service-dominant logic and learning theories in the examination of collaborative service development and service innovation.
Original languageEnglish
Pages (from-to)78-91
Number of pages14
JournalService Science
Volume6
Issue number2
DOIs
Publication statusPublished - 2014
MoE publication typeA1 Journal article-refereed

Fingerprint

Knowledge-intensive business services
Service orientation
Service-dominant logic
Interaction
Service innovation
Renewal
End users
Service development
Service system
Co-creation of value
Business activity
Learning theory
Change process

Keywords

  • service-dominant logic
  • expansive learning
  • collaboration
  • experimenting
  • service innovation
  • knowledge-intensive business services (KIBS)

Cite this

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title = "Learning about service orientation in KIBS: understanding the customer as an active actor",
abstract = "Cocreation of value is a core phenomenon in service systems. It implies that provider companies should change their focus from goods to service and to interaction with customers. Moreover, it means that the customers' role becomes increasingly important in a business activity. This kind of renewal is a learning challenge, as it includes a profound change in the providers' orientation and concrete practices to enhance customer understanding and foster collaboration. This article aims to deepen our knowledge about the complex social reality in which interaction, collaboration, and change processes take place by connecting the service-dominant logic and learning literature. Concrete ways of collaboration and activity changes are examined empirically in a case study. This case study illustrates how and what an information technology company learned when it, together with its customer and end users, developed its offering for service orientation. The results indicate that a genuine change in orientation requires both collaborative experimenting and conceptual learning; i.e., practical experience and its broader reflection go hand in hand. From a theoretical viewpoint, the study provides new insights into the interfaces of service-dominant logic and learning theories in the examination of collaborative service development and service innovation.",
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Learning about service orientation in KIBS: understanding the customer as an active actor. / Kallio, Katri; Lappalainen, Inka.

In: Service Science, Vol. 6, No. 2, 2014, p. 78-91.

Research output: Contribution to journalArticleScientificpeer-review

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AU - Kallio, Katri

AU - Lappalainen, Inka

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AB - Cocreation of value is a core phenomenon in service systems. It implies that provider companies should change their focus from goods to service and to interaction with customers. Moreover, it means that the customers' role becomes increasingly important in a business activity. This kind of renewal is a learning challenge, as it includes a profound change in the providers' orientation and concrete practices to enhance customer understanding and foster collaboration. This article aims to deepen our knowledge about the complex social reality in which interaction, collaboration, and change processes take place by connecting the service-dominant logic and learning literature. Concrete ways of collaboration and activity changes are examined empirically in a case study. This case study illustrates how and what an information technology company learned when it, together with its customer and end users, developed its offering for service orientation. The results indicate that a genuine change in orientation requires both collaborative experimenting and conceptual learning; i.e., practical experience and its broader reflection go hand in hand. From a theoretical viewpoint, the study provides new insights into the interfaces of service-dominant logic and learning theories in the examination of collaborative service development and service innovation.

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