Impact of service-dominant logic orientation and resource interaction upon value co-creation

Zhang Jing; He Yong

Science Research Management ›› 2014, Vol. 35 ›› Issue (1) : 114-121.

Zhang Jing, He Yong

Author information +

History +

Abstract

By integrating the theoretical frameworks of service-dominant logic and resource interaction approach, this paper examines the relationship among service-dominant logic orientation, resource interaction capability, value co-creation activities, and customer value perception in the context of knowledge intensive business services. The questionnaire survey of 228 pairs of firms comes to the following findings: the service-dominant logic orientation will facilitate the service provider's capability of resource interaction with the customer's company, then improve the value co-creation activities including joint planning, joint implementation and joint problem-solving, and finally enhance the customer value perception. This paper makes great contribution to the literature of both service-dominant logic and resource interaction approach, which are still in the stage of theory building and qualitative exploration, by providing empirical evidence. In addition, managerial implications are provided for industrial services companies as to how to deliver superior customer value by integrative employment of resources and value co-creation activities across organizations.

Key words

service-dominant logic orientation / resource interaction / value co-creation / customer value perception / knowledge intensive business services (KIBS)

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Zhang Jing, He Yong. Impact of service-dominant logic orientation and resource interaction upon value co-creation[J]. Science Research Management. 2014, 35(1): 114-121

References

[1] Vargo, S. L., Maglio, P. P., Akaka, M. A., On value and value co-creation: A service systems and service logic perspective[J]. European Management Journal, 2008, 26(3): 145-152.
[2] Payne, A. F., Storbacka, K., Frow, P., Managing the co-creation of value[J]. Journal of the Academy of Marketing Science, 2008, 36(1): 83-96.
[3] Gr nroos, C., Service logic revisited: Who creates value? And who co-creates?[J]. European Business Review, 2008. 20(4): 298-314.
[4] Nordin, F., Kowalkowski, C., Solutions offerings: A critical review and reconceptualisation[J]. Journal of Service Management, 2010, 21(4): 441-459.
[5] Miles I., Service innovation: Statistical and conceptual issues[M]. Paris: OECD, 1995.
[6] Muller, E., Zenker, A., Business services as actors of knowledge transformation: The role of KIBS in regional and national innovation systems[J]. Research Policy, 2001, 30(9): 1501-1516.
[7] Vargo, S. L., Lusch, R. F., Evolving to a new dominant logic for marketing[J]. Journal of Marketing, 2004, 68(January): 1-17.
[8] Madhavaram, S., Hunt, S. D., The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy[J]. Journal of the Academy of Marketing Science, 2008, 36(1): 67-82.
[9] Lusch, R., Vargo, S., Tanniru, M., Service, value networks and learning[J]. Journal of the Academy of Marketing Science, 2010, 38(1): 19-31.
[10] Anderson, S., Klein P. L., Widener, S. K., Drivers of service satisfaction: Linking customer satisfaction to the service concept and customer characteristics[J], Journal of Service Research, 2008, 10(4): 365-381.
[11] Payne, A., Storbacka, K., Frow, P., Knox, S., Co-creating brands: Diagnosing and designing the relationship experience[J]. Journal of Business Research, 2009, 62(3): 379-389.
[12] Vargo, S. L., On marketing theory and service-dominant logic: Connecting some dots[J]. Marketing Theory, 2011, 11(1): 3-8.
[13] Vargo, S. L., Lusch, R. F., Service-dominant logic: Continuing the evolution[J]. Journal of the Academy of Marketing Science, 2008, 36(1): 1-10.
[14] Cova, B., Salle, R., Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors[J]. Industrial Marketing Management, 2008, 37(3): 270-277.
[15] Zhang, X., Chen, R., Examining the mechanism of the value co-creation with customers[J]. International Journal of Production Economics, 2008, 116(2): 242-250.
[16] Aarikka-Stenroos L., Jaakkola E., Value co-creation in knowledge intensive business services: A dyadic perspective on the joint problem solving process[J]. Industrial Marketing Management, 2012, 41(1): 15-26.
[17] 魏江、胡胜蓉、袁立宏、钟宪文:知识密集型服务企业与客户互动创新机制研究:以某咨询公司为例[J].西安电子科技大学学报(社会科学版),2008,18(3):14-22.Wei Jiang, Hu Shengrong, Yuan Lihong, Zhong Xianwen, A study of interactive innovation mechanism between knowledge- intensive services firms and clients: An example of a consultant company[J]. Academic Journal of Xi An Electronics Science University (Social Science), 2008,18(3):14-22.
[18] 宋华、刘林艳:服务主导型供应链中互动模型与协同价值创造:基于方兴物流的案例研究[J].管理案例研究与评论,2011,4(5):342-351.Song Hua, Liu Linyan, Interaction model and collaborative value creation in service dominant supply chain: Case study of Fangxing Logistics[J]. Management Case Study and Review, 2011, 4(5): 342-351.
[19] Lavie D., The competitive advantage of interconnected firms: an extension of the resource-based view[J]. Academy of Management Review, 2006, 31(3): 638-658.
[20] H kansson H, Waluszewski A. Path dependence: restricting or facilitating technical development? [J] Journal of Business Research, 2002, 55(7): 561-570.
[21] Gressetvold E, Torvatn T., Effects of product development: a network approach[J]. Journal of IMP, 2006, 1(2): 41-55.
[22] Ciabuschi F., Perna A., Snehota I., Assembling resources when forming a new business[J]. Journal of Business Research, 2012, 65(2): 220-229.
[23] Cantù C., Corsaro D., Snehota I., Roles of actors in combining resources into complex solutions[J]. Journal of Business Research, 2012, 65(2): 139-150.
[24] Beverland M. B. Unpacking value creation and delivery: Orientation, capabilities, practices, and outcomes[J]. Industrial Marketing Management, 2012, 41(1): 8-10.
[25] Claro, D.P., Claro, P.B.O., Collaborative buyer-supplier relationships and downstream information in marketing channels[J]. Industrial Marketing Management, 2010, 39(2): 221-228.
[26] Calantone, R. J. Graham, J. L., Mintu-Wimsatt, A., Problem-solving approach in an international context: Antecedents and outcome[J]. International Journal of Research in Marketing, 1998, 15(1): 19-35.
[27] Ordanini A., Pasini P., Service co-production and value co-creation: The case for a service-oriented architecture (SOA)[J]. European Management Journal, 2008, 26(5): 289-297.
[28] Baron S., Warnaby G., Individual customers' use and integration of resources: Empirical findings and organizational implications in the context of value co-creation[J]. Industrial Marketing Management, 2011, 40(2): 211-218.
[29] Alejandro, T. B., Kowalkowski, C., Ritter, J.,Marchetti, R., & Prado, P., Information search in complex industrial buying: Empirical evidence from Brazil[J]. Industrial Marketing Management, 2011, 40(1): 17-27.
[30] M ller, K., T rr nen, P., Business suppliers' value creation potential: A capability-based analysis[J]. Industrial Marketing Management, 2003, 32(2): 109-118.
[31] Lusch, R. F., Vargo, S. L., Wessels, G, Toward a conceptual foundation for service science: Contributions from service-dominant logic[J]. IBM Systems Journal, 2008, 47(1): 5-14.
[32] Gr nroos, C., A service perspective on business relationships: The value creation, interaction and marketing interface[J]. Industrial Marketing Management, 2011, 40(3): 240-247.