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  • 1
    Online Resource
    Online Resource
    The millennial customer journey: a Phygital mapping of emotional, behavioural, and social experiences
    Emerald ; 2021
    In:  Journal of Consumer Marketing Vol. 38, No. 4 ( 2021-06-29), p. 420-433
    Details
    In: Journal of Consumer Marketing, Emerald, Vol. 38, No. 4 ( 2021-06-29), p. 420-433
    Abstract: The wider possibility of connectivity offers additional opportunities for customers to experience value propositions. The online world is only one side of the customer experience. The integration of digital technologies, social presence and physical elements increases the complexity of customer journey. This paper aims to map the phygital customer journey by focusing on millennials. Design/methodology/approach The study adopted a qualitative methodology to investigate 50 millennials from Italy. Millennials had to describe, in two phases, a journey they had recently made. First, they used sticky notes with no restrictions on expressing their feelings and structuring their CJ. Second, customers transferred the sticky notes’ contents, consider the information provided and map the journey with additional details using the Uxpressia software. Findings This paper frames the Millennials customer journey as a cycle of four moments: connect, explore, buy and use. Each moment enacts the customer experience as a mixture of emotional, behavioural and social responses. Online and offline interactions blur the boundaries between the physical and digital world (i.e. phygital): millennials move back-and-forth or jump from one action to another according to the evolving path of emotions and interactions. Originality/value The phygital customer journey provides an alternative understanding of customer journey occurring as a fuzzy process or loop. A phygital map develops as a circular path of moments seen as phenomenological microworlds of events, interactions, relationships and emotions.
    Type of Medium: Online Resource
    ISSN: 0736-3761 , 0736-3761
    URL: Article
    DOI: 10.1108/JCM-03-2020-3701
    Language: English
    Publisher: Emerald
    Publication Date: 2021
    detail.hit.zdb_id: 2032361-X
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  • 2
    Online Resource
    Online Resource
    Guest editorial: Crisis management in the COVID-19 pandemic waves
    Emerald ; 2022
    In:  Journal of Business & Industrial Marketing Vol. 37, No. 10 ( 2022-10-21), p. 1949-1958
    Details
    In: Journal of Business & Industrial Marketing, Emerald, Vol. 37, No. 10 ( 2022-10-21), p. 1949-1958
    Abstract: COVID-19 has dramatically changed how people live, socialise and think about their future. The disruptive shock that hit societies all over the world had a significantly negative impact on businesses, creating not only economic discontinuity but also uncertainty and disorientation. This special issue on COVID-19 aims to phrase the pandemic crisis and its impact on how to do business. Design/methodology/approach The authors follow MacInnis’s (2011) suggestion that a conceptual article sees what others have identified in a new or revised way. Findings The authors develop the crisis management framework. The authors acknowledge that disruptive events may be repeated, and their consequences will have long-term and permanent impacts. These aspects highlight the need for a systemic approach in which the focus is not limited to an analysis of the cause of the crisis and ways of solving it but includes the paths through which the business, economic and social systems evolve because of the crisis. Practical implications Managerial policies, business models and practices that have been effective up to now will probably no longer work. Beyond this backdrop, the articles compiled in this special issue aim to help set the agenda for post-COVID business research Originality/value The authors identify four primary themes captured by these articles: strategies, capabilities, organisational transformations and value processes. In their entirety, they represent pieces of a conceptual puzzle that do not provide knowledge of “hard facts” but rather a “soft interpretation of how to approach the “new normal”, i.e. a new social and business context.
    Type of Medium: Online Resource
    ISSN: 0885-8624 , 0885-8624
    URL: Article
    DOI: 10.1108/JBIM-10-2022-599
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 649550-3
    detail.hit.zdb_id: 2019934-X
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  • 3
    Online Resource
    Online Resource
    A digital business model: an illustrated framework from the cultural heritage business
    Emerald ; 2022
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 28, No. 8 ( 2022-11-22), p. 2000-2023
    Details
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 28, No. 8 ( 2022-11-22), p. 2000-2023
    Abstract: The paper offers a comprehensive understanding of how digital transformation affects business models and how firms operate and compete effectively and successfully in a digital economy. Design/methodology/approach The research adopted an abductive approach (Dubois and Gadde, 2002) through constant movement between theory and empirical evidence. A systematic literature review led the first conceptual development and examples of practices from cultural heritage sectors were used in the theorizing process. Findings This paper depicts a digital model framework through a set of assumptions about how an organization creates and delivers value in an interconnected way by orchestrating new interactive processes, and providing experience propositions to customers, and about how value is framed in terms of economic, social and cultural outcomes. Originality/value The study contributes to the scientific debate by discussing the role of digital business models as enhancements more rather than replacements of traditional business models; it frames a digital business model as consisting of three main pillars: value orchestration, experience propositions and value sharing.
    Type of Medium: Online Resource
    ISSN: 1355-2554
    URL: Article
    DOI: 10.1108/IJEBR-01-2021-0088
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 1447640-X
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  • 4
    Online Resource
    Online Resource
    Boundary work in value co-creation practices: the mediating role of cognitive assistants
    Emerald ; 2022
    In:  Journal of Service Management Vol. 33, No. 2 ( 2022-02-28), p. 342-362
    Details
    In: Journal of Service Management, Emerald, Vol. 33, No. 2 ( 2022-02-28), p. 342-362
    Abstract: How to improve healthcare for the ageing population is attracting academia attention. Emerging technologies (i.e. robots and intelligent agents) look relevant. This paper aims to analyze the role of cognitive assistants as boundary objects in value co-creation practices. We include the perceptions of the main actors – patients, (in)formal caregivers, healthcare professionals – for a fuller network perspective to understand the potential overlap between boundary work and value co-creation practices. Design/methodology/approach We adopted a grounded approach to gain a contextual understanding design to effectively interpret context and meanings related to human–robot interactions. The study context concerns 21 health solutions that had embedded the Watson cognitive platform and its adoption by the youngest cohort (50–64-year-olds) of the ageing population. Findings The cognitive assistant acts as a boundary object by bridging actors, resources and activities. It enacts the boundary work of actors (both ageing and professional, caregivers, families) consisting of four main actions (automated dialoguing, augmented sharing, connected learning and multilayered trusting) that elicit two ageing value co-creation practices: empowering ageing actors in medical care and engaging ageing actors in a healthy lifestyle. Originality/value We frame the role of cognitive assistants as boundary objects enabling the boundary work of ageing actors for value co-creation. A cognitive assistant is an “object of activity” that mediates in actors' boundary work by offering novel resource interfaces and widening resource access and resourceness. The boundary work of ageing actors lies in a smarter resource integration that yields broader applications for augmented agency.
    Type of Medium: Online Resource
    ISSN: 1757-5818
    URL: Article
    DOI: 10.1108/JOSM-10-2020-0381
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 2495133-X
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  • 5
    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
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  • 6
    Online Resource
    Online Resource
    Agencement of onlife and phygital: smart tech–enabled value co-creation practices
    Emerald ; 2024
    In:  Journal of Service Management ( 2024-03-12)
    Details
    In: Journal of Service Management, Emerald, ( 2024-03-12)
    Abstract: In this article, we reflect on how smart technology is transforming service research discourses about service innovation and value co-creation. We adopt the concept of technology smartness’ to refer to the ability of technology to sense, adapt and learn from interactions. Accordingly, we seek to address how smart technologies (i.e. cognitive and distributed technology) can be powerful resources, capable of innovating in relation to actors’ agency, the structure of the service ecosystem and value co-creation practices. Design/methodology/approach This conceptual article integrates evidence from the existing theories with illustrative examples to advance research on service innovation and value co-creation. Findings Through the performative utterances of new tech words, such as onlife and materiality, this article identifies the emergence of innovative forms of agency and structure. Onlife agency entails automated, relational and performative forms, which provide for new decision-making capabilities and expanded opportunities to co-create value. Phygital materiality pertains to new structural features, comprised of new resources and contexts that have distinctive intelligence, autonomy and performativity. The dialectic between onlife agency and phygital materiality (structure) lies in the agencement of smart tech–enabled value co-creation practices based on the notion of becoming that involves not only resources but also actors and contexts. Originality/value This paper proposes a novel conceptual framework that advances a tech-based ecology for service ecosystems, in which value co-creation is enacted by the smartness of technology, which emerges through systemic and performative intra-actions between actors (onlife agency), resources and contexts (phygital materiality and structure).
    Type of Medium: Online Resource
    ISSN: 1757-5818
    URL: Article
    DOI: 10.1108/JOSM-03-2023-0113
    Language: English
    Publisher: Emerald
    Publication Date: 2024
    detail.hit.zdb_id: 2495133-X
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  • 7
    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
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  • 8
    Online Resource
    Online Resource
    A smart tech lever to augment caregivers' touch and foster vulnerable patient engagement and well-being
    Emerald ; 2022
    In:  Journal of Service Theory and Practice Vol. 32, No. 1 ( 2022-01-13), p. 52-74
    Details
    In: Journal of Service Theory and Practice, Emerald, Vol. 32, No. 1 ( 2022-01-13), p. 52-74
    Abstract: Some population groups face precarious health, reflecting their vulnerability, in terms of lack of agency or control. Smart technologies promise to transform people's lives from the enhanced connectedness, greater computational processing and more complex decision-making they can achieve. This study aims to investigate how smart technology can mitigate vulnerability and improve well-being. Design/methodology/approach The research group, of three scholars and three managers, pursued an action research methodology with an iterative process of planning, action and learning. The authors conducted three related action studies: (1) adopting smart technologies, (2) fostering patient engagement and (3) assessing well-being. Findings The adoption of sensors and wearable devices had positive impacts for both patients and caregivers. Technologies highlighted their meaning as resources to support actors' (caregivers' and vulnerable patients') activities. Smart devices as resources get integrated, stimulate change and enable new practices. For caregivers, such innovative solutions help improve their knowledge of patients and their ability to act efficiently; for vulnerable patients, they fostered engagement in daily activities to improve well-being. Originality/value The paper delineates an overall model (SEVP) that describes how the integration of high-tech and high touch enables patient engagement to mitigate vulnerability and improve well-being.
    Type of Medium: Online Resource
    ISSN: 2055-6225
    URL: Article
    DOI: 10.1108/JSTP-12-2020-0292
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 2807318-6
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  • 9
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    Viability amid systemic crisis: the CORER framework
    Emerald ; 2023
    In:  Journal of Business & Industrial Marketing Vol. 38, No. 4 ( 2023-02-15), p. 802-812
    Details
    In: Journal of Business & Industrial Marketing, Emerald, Vol. 38, No. 4 ( 2023-02-15), p. 802-812
    Abstract: The COVID-19 wave spread all over the global market, affecting all industries. This paper aims to develop the understanding of how service systems can enhance their viability when facing rapid systemic changes. Design/methodology/approach The authors use data from Reddit, and particularly the subreddit r/coronavirus, to identify posts that discuss the impact of coronavirus on business. The authors use an algorithm to scrape the data with business-related search terms and elaborate relevant posts. Findings The findings show key topics and related sentiments on the impact of COVID-19 on business. Service systems can enhance viability by identifying alternative paths for emerging opportunities (by being creative), seize opportunities offered by the changing environment (by being opportunistic), not compromise conditions for internal balance (by being resilient), focus attention on critical purposes (by being essential) and perform nonharmful actions (by being responsible). Originality/value This paper proposes a framework depicting five possible key enhancers of viability to face a systemic crisis. In brief, companies need to ensure that they are creative, opportunistic, resilient, essential and responsible.
    Type of Medium: Online Resource
    ISSN: 0885-8624 , 0885-8624
    URL: Article
    DOI: 10.1108/JBIM-07-2021-0350
    Language: English
    Publisher: Emerald
    Publication Date: 2023
    detail.hit.zdb_id: 649550-3
    detail.hit.zdb_id: 2019934-X
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  • 10
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    Practising innovation in the healthcare ecosystem: the agency of third-party actors
    Emerald ; 2019
    In:  Journal of Business & Industrial Marketing Vol. 35, No. 3 ( 2019-11-23), p. 390-403
    Details
    In: Journal of Business & Industrial Marketing, Emerald, Vol. 35, No. 3 ( 2019-11-23), p. 390-403
    Abstract: Over recent years, few industries have seen such dramatic changes as the healthcare industry. The potential connectivity of digital technologies is completely transforming the healthcare ecosystem. This has resulted in companies increasingly investing in digital transformations to exploit data across channels, operations and patient outreach, by building on a practice approach and actor-network theory and being informed by service-dominant logic, this study aims to contribute by advancing the agential role of third-party actors to prompt innovation and shape service ecosystems. Design/methodology/approach This research is grounded in an epistemological contextualism. To gain situated knowledge and address the role of context in knowledge, understanding and meaning the authors adopted a qualitative methodology to study actors in their different contexts. The empirical research was based on case theory. The authors also took guidance from practice scholars about how to investigate actors’ practices. The unit of analysis moves from dyadic relationships to focus on practices across different networks of actors. Findings This study expands on the conceptualization of triad as proposed by Siltaloppi and Vargo (2017) by moving from the form of triadic relationships – brokerage, mediation and coalition – to the agency of e-health third-parties; and their practices to innovate in the healthcare ecosystem. This study focuses on the actors and the performativity of actions and grounding the conceptual view on an empirical base. Practical implications Third-party actors bring about innovative ways of doing business in the healthcare ecosystem. Their actions challenge the status quo and run counter to long-time practices. Third-parties support the complex set of interconnections between different healthcare actors for the provision of new service co-creation opportunities. Considering how these e-health third-parties performs has implications for health managers, patients and other actors. Originality/value This study focuses on the actors and the performativity of actions and grounding the conceptual view on an empirical base. The agency of third-party actors is their ability to act among others and to connect multiple social and material structures to boost innovation. They prompt innovation and shape service ecosystems by brokering, mediating and coalescing among a great variety of resources, practices and institutions.
    Type of Medium: Online Resource
    ISSN: 0885-8624 , 0885-8624
    URL: Article
    DOI: 10.1108/JBIM-01-2019-0048
    Language: English
    Publisher: Emerald
    Publication Date: 2019
    detail.hit.zdb_id: 649550-3
    detail.hit.zdb_id: 2019934-X
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