An expanded and strategic view of discontinuous innovations: deploying a service-dominant logic

By Stefan Michel, Stephen W. Brown, A. Gallan. 2008

352 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/846f7f465f44f6746a6743d439bef48dbdbc7754

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Citations in the corpus

Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry (2011, result): “This stands in marked contrast to work on other sectors such as financial services (Auh et al. 2007), services more generally (Michel et al. 2008) and business services and coproduction in the public sector (Kuusisto and Viljamaa 2004).”
Customer orientation and innovation : a comparative study of manufacturing and service firms (2016, background): “Michel et al. (2008) suggested that SDL is appropriate for studying service innovation because it moves away from perspectives drawn from the development of technological products.”
Exploring value propositions and service innovation: a service-dominant logic study (2014, methodology): “…and develop existing ones has received scant attention (Ballantyne et al. 2011; Michel et al. 2008) in previous service innovation research, which has predominantly focused either on outcomes and typologies of service innovation or on the service innovation process itself (Michel et al. 2008).”
A bricolage perspective on service innovation (2017, background): “These service-centered approaches suggest that service innovations are not only incremental and continuous improvements, but can be both radical and disruptive, creating a leap in customer value (de Brentani, 2001; Michel et al., 2008).”
The service imperative (2008, background): “…in service contexts, customers are actually “co-creators” of the service and that the value derived from service(s) comes through usage and co-creation rather than exclusively through service provision or delivery in the traditional sense (Vargo and Lusch 2004; Michel, Brown and Gallan 2008).”
Key strategies for the successful involvement of customers in the co‐creation of new technology‐based services (2008, background): “The implication of this paper for managers concerns the call for discovering innovation opportunities which are not related to findings made in the R&D laboratory (Michel et al., 2008) but at places far away from the company where, and when, ordinary people use certain services.”
Co-creation and innovation in public services (2013, background): “Michel et al. (2008) propose that the co-creation of value enables discontinuous or radical innovations to be generated as such processes inherently involve changes to the prevailing resource integrators.”
Business model innovation vs replication: financial performance implications of strategic emphases (2010, neutral): “Matthyssens, Vandenbempt, & Berghman, 2006 ; Michel, Brown, & Gallan, 2008 ; Schlegelmilch, Diamantopoulos, & Kreuz, 2003 ; Sharma, Krishnan, & Grewal, 2001 ).”
Enabling service innovation: A dynamic capabilities approach (2013, background): “Earlier studies exhibit a bias towards products and technological innovation, tending to overlook many service innovations (Michel et al., 2008).”
Service Innovation: A Service-Dominant Logic Perspective (2015, background): “Early efforts to apply S-D logic to understand service innovation largely focused on one or more specific constructs or concepts (e.g., Michel et al. 2008; Ordanini and Parasuraman 2011).”