Theorizing about resource integration : Studies of actors and service innovation in dynamic contexts

Resource integration represents the most foundational construct in service-dominant (S-D) logic, but efforts to theorize about the concept are scarce, especially in regards to actors and service innovation in dynamic contexts. By theorizing about resource integration from a S-D logic perspective, this thesis aims to contribute to filling that gap through two conceptual and two empirical papers, based on extensive literature reviews and interviews. This thesis builds on a wide range of literature to theorize about resource integration, but it predominantly focuses on literature utilizing a service perspective and literature in psychology to study actors as resource integrators in value co-creation processes and service innovation, as well as what mechanisms enable and drive actors to perform these activities with greater success than other actors. The actor as a driver of activities in value co-creation processes not only needs to integrate the right resources, but also integrate the resources right. Furthermore, actors must be agile to respond to change and continuously innovate to maintain competitive advantages. Hence, explorative and exploitative resource integration should be considered the norm in companies, rather than the exception. The results of this study contribute to linking two central concepts of service research, namely, resource integration and service innovation, and theorizing about resource integration as a phenomenon through combining conceptual and exploratory research about actors’ ability to effectively and efficiently integrate resources and develop innovative solutions in services and service delivery through explorative and exploitative resource integration. By zooming in on micro-level phenomena, we have investigated elements and mechanisms that give energetic force and drive the actors performing activities. In a complex, dynamic world filled with problems and challenges, being able to adapt to changing environments, being resourceful and creative, and being able to solve problems under stress may be the most important abilities actors need to face the unpredictable future

An Agile Approach to Service Innovation: Creating Valuable Service Innovation with Agile Resource Integration

Value creation through service innovation is challenging in complex, changing markets. Agility may be the key to understanding resource integration in dynamic contexts and what drives and enables service innovation. To understand service innovation, 12 interviews were conducted in four innovative companies. This study’s findings indicate that agility links adaptive and creative resource integration efforts in organizations, enabling actors to function smoothly together in dynamic contexts while engaging in disruptive activities. Creative resource integration is experimenting and reusing resources and practices in new contexts for the purpose of improving value creation. In retrospect, creative resource integration activities, which may not be considered innovative in the moment, are labelled as innovation based on aggregation. Being truly innovative requires the ability to be agile by proactively and reactively balancing adaptive and creative resource integration, the drive to constantly improve, and embracing a culture for agility congruent throughout the organization.publishedVersio

Theorizing about resource integration : Studies of actors and service innovation in dynamic contexts

Resource integration represents the most foundational construct in service-dominant (S-D) logic, but efforts to theorize about the concept are scarce, especially in regards to actors and service innovation in dynamic contexts. By theorizing about resource integration from a S-D logic perspective, this thesis aims to contribute to filling that gap through two conceptual and two empirical papers, based on extensive literature reviews and interviews. This thesis builds on a wide range of literature to theorize about resource integration, but it predominantly focuses on literature utilizing a service perspective and literature in psychology to study actors as resource integrators in value co-creation processes and service innovation, as well as what mechanisms enable and drive actors to perform these activities with greater success than other actors. The actor as a driver of activities in value co-creation processes not only needs to integrate the right resources, but also integrate the resources right. Furthermore, actors must be agile to respond to change and continuously innovate to maintain competitive advantages. Hence, explorative and exploitative resource integration should be considered the norm in companies, rather than the exception. The results of this study contribute to linking two central concepts of service research, namely, resource integration and service innovation, and theorizing about resource integration as a phenomenon through combining conceptual and exploratory research about actors’ ability to effectively and efficiently integrate resources and develop innovative solutions in services and service delivery through explorative and exploitative resource integration. By zooming in on micro-level phenomena, we have investigated elements and mechanisms that give energetic force and drive the actors performing activities. In a complex, dynamic world filled with problems and challenges, being able to adapt to changing environments, being resourceful and creative, and being able to solve problems under stress may be the most important abilities actors need to face the unpredictable future

An Agile Approach to Service Innovation: Creating Valuable Service Innovation with Agile Resource Integration

Value creation through service innovation is challenging in complex, changing markets. Agility may be the key to understanding resource integration in dynamic contexts and what drives and enables service innovation. To understand service innovation, 12 interviews were conducted in four innovative companies. This study’s findings indicate that agility links adaptive and creative resource integration efforts in organizations, enabling actors to function smoothly together in dynamic contexts while engaging in disruptive activities. Creative resource integration is experimenting and reusing resources and practices in new contexts for the purpose of improving value creation. In retrospect, creative resource integration activities, which may not be considered innovative in the moment, are labelled as innovation based on aggregation. Being truly innovative requires the ability to be agile by proactively and reactively balancing adaptive and creative resource integration, the drive to constantly improve, and embracing a culture for agility congruent throughout the organization. </jats:p

Resource Integration Processes as a Microfoundation for Service Innovation

Service innovation is a concept that, for the last decade, has received increased attention both among academics as well as practitioners. However, service innovation is a multi-fragmented concept which often induces confusion. The main purpose of the book is to discuss and explain what service innovation is, based on contemporary research. It explains service innovation from three different perspectives: stimulation, realization, and value capture.Stimulation: Focuses on the front-end of service innovation. It deals with structures, cultures, and processes that stimulates innovation. Idea management will be a central part of this, where the specifics with handling service ideas, both internally and externally, are illuminated.Realization: Deals with aspects on how to realize service innovations. This includes different aspects such as specific tools to be used for developing services, and also processes such as service design which aims to receive a better understanding of the customer or user. As co-creation is an important aspect of service innovation, this will also be dealt with. Finally, as many service innovations require behavior change (internally within the organization and externally among the receiving parties), this will also be covered.Value capture: Companies transitioning to become more service-oriented discover the need to reconsider old business models in order to capitalize on their service offerings. Services are often taken for granted and included in the price. This book will addresses the problem of going 'from free to fee'. In addition, the book also deals with the difficulties that involve moving from a traditional product-oriented logic to a more contemporary service-logic.</p

Motivation: The missing driver for theorizing about resource integration

Resource integration is vital to value co-creation. However, most research focuses on competencies as enablers of resource integration and the social aspects that guide them. Based on a literature review of resource integration and motivation theories, this article proposes including motivation as a driver of resource integration and integrating concepts from motivation theories into the resource integration process. This approach extends the understanding and conceptualization of actors’ resource integration processes, such that motivation determines the direction, intensity, and persistence of effort. When they engage in behavioral and cognitive activities, actors interact with resources, which informs the actors and influences their competences and motivation. Accordingly, motivation is central for a clear understanding of the psychological mechanisms of resource integration processes, as motivation expands the explanatory power of sociological factors by including intensity and persistence. </jats:p