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  • Emerald  (6)
  • 2010-2014  (6)
  • 1
    Online Resource
    Online Resource
    Asymmetric relationships in networked food innovation processes
    Emerald ; 2012
    In:  British Food Journal Vol. 114, No. 5 ( 2012-05-11), p. 702-727
    Details
    In: British Food Journal, Emerald, Vol. 114, No. 5 ( 2012-05-11), p. 702-727
    Type of Medium: Online Resource
    ISSN: 0007-070X
    URL: Article
    DOI: 10.1108/00070701211229981
    Language: English
    Publisher: Emerald
    Publication Date: 2012
    detail.hit.zdb_id: 2027461-0
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  • 2
    Online Resource
    Online Resource
    Store experience and co‐creation: the case of temporary shop
    Emerald ; 2012
    In:  International Journal of Retail & Distribution Management Vol. 40, No. 1 ( 2012-01-27), p. 21-40
    Details
    In: International Journal of Retail & Distribution Management, Emerald, Vol. 40, No. 1 ( 2012-01-27), p. 21-40
    Abstract: The purpose of this paper is to focus on Temporary Shops, a recent communication and distribution innovation used by firms in order to improve interaction with customers and to reinforce brand loyalty and equity. The main aim of the study is to frame the Temporary Shops phenomenon in Italy and to analyze its value co‐creation potential. Design/methodology/approach The DART model proposed by Prahalad and Ramaswamy has been chosen as the theoretical framework for understanding the Temporary Shops phenomenon. The authors investigate the process of value co‐creation inside the Temporary Shops through its four key building blocks, namely, dialogue, access, risk/benefits and transparency. Through a multiple‐case study, the authors study in‐depth evidence from five leading firms that represent the main Temporary Shops in Italy over the last two years. Findings Temporary Shops provide a locus of value co‐creation in which the interactive and experiential relationship between the firm and the customer is engaged and value co‐creation emerges. Research limitations/implications There are two main limitations: this study is exploratory and analyzes co‐creation only from the company perspective. Further studies may widen the unit of analysis from firm to customer's network and thus provide further insights about antecedents and implications of the interaction in a multi‐sensory context. Originality/value The work contributes to understanding the role of experiential environment in value co‐creation processes, as well as analyzing the contribution of a new distribution phenomenon with respect to co‐creation through the application of the DART model.
    Type of Medium: Online Resource
    ISSN: 0959-0552
    URL: Article
    DOI: 10.1108/09590551211193586
    Language: English
    Publisher: Emerald
    Publication Date: 2012
    detail.hit.zdb_id: 2032071-1
    detail.hit.zdb_id: 1026884-4
    SSG: 3,2
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  • 3
    Online Resource
    Online Resource
    Co‐creating value innovation through resource integration
    Emerald ; 2010
    In:  International Journal of Quality and Service Sciences Vol. 2, No. 1 ( 2010-03-23), p. 60-78
    Details
    In: International Journal of Quality and Service Sciences, Emerald, Vol. 2, No. 1 ( 2010-03-23), p. 60-78
    Abstract: The purpose of this paper is to analyse innovation in the light of service‐dominant (S‐D) logic and service science as a value‐creating process occurring through a many‐to‐many network resource integration. Design/methodology/approach The paper utilises S‐D logic and network theory to present case study research of a highly innovative Italian firm. The study investigates three innovation projects and the processes of interaction and integration that take place among the members of the networks involved in each project. Findings The traditional understanding of innovation, in which the supplier is the innovator and the customer is the recipient of (or perhaps the stimulus for) innovation, is replaced by an understanding of innovation based on S‐D logic in which customers and other stakeholders become real co‐innovators who exchange and integrate resources to co‐create value. Research limitations/implications Future studies could examine the antecedents and implications of the interaction and integration processes of collaborative innovation. Practical implications Innovation should be pursued as an open process in which all of the network's actors mobilise resources to become co‐innovators who co‐create value for themselves and other stakeholders. Originality/value This paper offers a widened perspective of innovation by using S‐D logic to emphasise the role of the network and the many‐to‐many interaction between stakeholders in developing value‐creating innovation.
    Type of Medium: Online Resource
    ISSN: 1756-669X
    URL: Article
    DOI: 10.1108/17566691011026603
    Language: English
    Publisher: Emerald
    Publication Date: 2010
    detail.hit.zdb_id: 2490487-9
    SSG: 3,2
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    Online Resource
  • 4
    Online Resource
    Online Resource
    Research traditions of innovation : Goods-dominant logic, the resource-based approach, and service-dominant logic
    Emerald ; 2014
    In:  Managing Service Quality Vol. 24, No. 6 ( 2014-11-4), p. 612-642
    Details
    In: Managing Service Quality, Emerald, Vol. 24, No. 6 ( 2014-11-4), p. 612-642
    Abstract: – The purpose of this paper is to offer a fresh framing of innovation, as service innovation/value innovation. Design/methodology/approach – By examining the visions, patterns and outcomes of three different research approaches to understanding innovation – goods-dominant (G-D) logic, the resource-based approach and service-dominant (S-D) logic – the authors strive to outline the contribution of each to the debate on innovation. This investigation involves a comprehensive literature review. Scrutiny of a case company provides a means of identifying and illustrating how these approaches play out in a real business context. Findings – A framework for innovation builds on the comparison of the three research approaches. G-D logic, when analysed in terms of new product development and new service development, positions innovation as an output (a new good or service) of a business's internal processes, with the firm as the main actor. The resource-based approach establishes the drivers of innovation as knowledge, capabilities and relationships, but the firm is still the main innovator. S-D logic addresses “open” innovation processes in which all actors in the network can mobilize and integrate their resources to become value co-innovators. Research limitations/implications – This study builds on the literature review by offering a more systematic way of dealing with the different research traditions in innovation debate. Practical implications – This study spurs managers to question the validity of dominant logic and how it affects the decision-making process. The conceptualization of innovation within S-D logic provides new avenues for decision makers and practitioners to tackle topical challenges of global competition. Originality/value – The value of this paper lies in defending the premise that S-D logic is better suited than the other two research traditions to frame current innovation within the context of global competition because it moves innovation beyond mainstream conceptualization: from “products and services” to “service and value”, from “buyer-seller dyads” to “ecosystem relationships”, and from “closed/linear process” to “open/co-created process”.
    Type of Medium: Online Resource
    ISSN: 0960-4529
    URL: Article
    DOI: 10.1108/MSQ-10-2013-0223
    Language: English
    Publisher: Emerald
    Publication Date: 2014
    detail.hit.zdb_id: 2023259-7
    SSG: 3,2
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  • 5
    Online Resource
    Online Resource
    “Five Co‐s” in innovating: a practice‐based view
    Emerald ; 2012
    In:  Journal of Service Management Vol. 23, No. 4 ( 2012-08-03), p. 527-553
    Details
    In: Journal of Service Management, Emerald, Vol. 23, No. 4 ( 2012-08-03), p. 527-553
    Abstract: The purpose of this paper is to frame innovation as a process of co‐creation according to a practice‐based view. Design/methodology/approach The paper focuses on the innovation practices that occurred within the web contexts of ten companies. In accordance with netnography research, data include preliminary studies of the web‐based context, naturalistic observations of the community and the activities of its members, and direct interactions with the members of the innovating community. Findings This work proposes the integration of innovation, practice and the emerging co‐creation research. The paper develops the five “Co‐s” model including: co‐ideation, co‐valuation, co‐design, co‐test and co‐launch. Each “Co‐“ represents a phase of the innovation process resulting from dynamic and on‐going interactions among resources, actions, and a group of actors who are interrelated via a dense network. Within each “Co‐“, the authors identify practices and elements of practices. Practical implications A firm's managers should influence co‐creation opportunities by contributing to script practices. These managers should be able to consider more clearly the full options of co‐creation activities and be involved in designing and responding to co‐creation initiatives. They should also understand that each phase could provide an opportunity for collaboration that enhances the value of co‐creation. In this manner, managers could orchestrate multiple resources (e.g., actors, actions tools and output language). Originality/value This work brings innovation into the realm of practice by moving the focus from the outcome to the process –, i.e. from innovation as a new artefact to the act of innovating. In this context, innovating is the system of on‐going co‐creation practices performed by people who merge knowledge, actions, tools, languages and artefacts to create something new and better. In this view, innovators are carriers of practices.
    Type of Medium: Online Resource
    ISSN: 1757-5818
    URL: Article
    DOI: 10.1108/09564231211260404
    Language: English
    Publisher: Emerald
    Publication Date: 2012
    detail.hit.zdb_id: 2495133-X
    SSG: 3,2
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    Online Resource
  • 6
    Online Resource
    Online Resource
    CSR strategy in multinational firms: focus on human resources, suppliers and community
    Emerald ; 2011
    In:  Journal of Global Responsibility Vol. 2, No. 1 ( 2011-05-10), p. 60-74
    Details
    In: Journal of Global Responsibility, Emerald, Vol. 2, No. 1 ( 2011-05-10), p. 60-74
    Abstract: According to recent developments in the literature, the spread of corporate social responsibility (CSR) principles would inevitably have a significant impact on foreign activities of multinational corporations (MNCs). Two forces seem to have influenced multinational firms' behavior: social maturity from international society and cultural evolution of political thought in several developed countries (DCs). The literature has already pointed out the importance of the multinational firm's function as a moral agent, identifying different components of respect for a sustainability management system. Based on these assumptions, the purpose of this paper is to frame MNCs' behavior within CSR, stressing the importance of a different approach to the management of local resources and stakeholders. The paper will argue for a shift of perspective concerning workers, suppliers and community, from resources to be exploited to partners and co‐creators of MNC values. Design/methodology/approach In the research design, the authors use the case method, choosing a multiple case studies research composed of five firms, with three criteria: international firms with an international supply chain, firms with a formalized CSR management and organization process and the accessibility of firm data. Findings In this paper, CSR emerges as the comparative advantage concept that forms the basis of the international distribution of multinational activities, calling for a new theoretical viewpoint that necessitates a rethinking of MNCs' strategies. Originality/value MNCs are opening toward responsible and sustainable business strategies. Workers, suppliers and communities represent the true challenge ahead, and the management of relationships with these actors is the starting point for an internationalization in a more integrated ethical and economic view.
    Type of Medium: Online Resource
    ISSN: 2041-2568
    URL: Article
    DOI: 10.1108/20412561111128528
    Language: English
    Publisher: Emerald
    Publication Date: 2011
    detail.hit.zdb_id: 2540561-5
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