Competing through service: Insights from service-dominant logic

By Robert F. Lusch, Stephen Louis Vargo, Matthew O'Brien. 2007

1,826 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4f69cc0eaac9486838cdf071068ad60d576bf0a8

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Citations in the corpus

Service-dominant logic: continuing the evolution (2008, background): “The later point is partially captured in the increasing attention we have given international (e.g., country-tocountry ) exchange (Lusch et al. 2006) and employee treatment (e.g., Lusch et al. 2007).”
Rethinking Music Festivals as a Staged Event: Gaining Insights from Understanding Visitor Motivations and the Experiences They Seek (2010, background): “, tourists visiting a music festival) are both effectively engaged in the co-creation of value through reciprocal service provision (Lusch et al., 2007).”
Employer brand trust and affect: linking brand personality to employer brand attractiveness (2014, background): “We focused on consultancies as employers because, first, in knowledge-intensive professional services such as consultancies, personnel is the key driver of organisational success (Lusch et al., 2007), and because, second, the jobs of one particular area of consulting – management consulting – are ve”
Effects of perceived employee emotional competence on customer satisfaction and loyalty: The mediating role of rapport (2013, background): “, 2003), such that they collaborate to co-produce value (Lusch et al., 2007; Vargo and Lusch, 2004).”
Anger, frustration, and helplessness after service failure: coping strategies and effective informational support (2010, background): “Coping responses are the cognitive and/or behavioral efforts of individuals to manage situations that tax or exceed their resources ( Lazarus and Folkman 1984 ).”
Service, services and products: rethinking operations strategy (2009, background): “In marketing, the strenuous activities, or at least voluminous writings, of Vargo and Lusch (2004a, b, 2008a, b), Lusch et al. (2006, 2007) and Michel et al. (2008) have propounded the so-called “service dominant logic”.”
Crowd-Funding: Transforming Customers into Investors through Innovative Service Platforms (2011, background): “Over the years, this trend has revealed an enrichment and empowerment of the role assigned to consumers ( Lusch et al. , 2007”
Health Care Customer Value Cocreation Practice Styles (2012, methodology): “Our research is centered on a key service science research priority, understanding customer value cocreation for improved well-being (Ostrom et al. 2010) and addresses the call by Payne, Storbacka, and Frow (2008) and Schau, Muniz, and Arnould (2009) to understand what customers actually do when the”