Designing Technology-driven Social Inclusion Solutions with the Social Value Proposition Journey Mapping

Immigrants face disadvantages and difficulties in the workplace caused by using a new language, among other issues. These difficulties impact their income conditions compared with their native counterparts. This research explores the use of technologies to overcome language barriers in performing a process in the workplace. Specifically, this paper proposes an artifact for designing technology-driven solutions for social inclusion in the workplace by mapping social issues to a solution that maps social pains to the enactment of value propositions as an emotional journey: The social value proposition journey mapping. This artifact can be used in companies and social organizations to model a technology-driven solution to solve a social problem in the usage context. A case study in the industry shows the application of our method with industry partners for evaluating the use of technologies for social inclusion of immigrants in the workplace

Co-creating Service-Dominant Business Artifacts with Action Design Research: Towards Ambidextrous Business Process Management

Due to the rise of digital innovations, business process management research requires not only to focus on internal organizational improvement aspects. It should also adopt an explorative focus to include completely new business processes driven by digital innovations. Our research project began as an innovation initiative of an international Dutch conglomerate in the financial services sector for exploring new business models. This effort took the form of collaboration among academics in business informatics and practitioners. We formalized this collaboration by adopting action design research (ADR) for reaching impact within the company while contributing new knowledge. The use of ADR resulted in the artifacts' co-creation that led to shared benefits, resulting in a win-win situation for the academics and practitioners.On the one hand, academics built a framework and its underlying artifacts for service-dominant business design and engineering. On the other hand, the framework supported the organizational transformation driven by digital innovation. This framework helps explore new strategic approaches that influence the design of new business models enabled by new business processes due to combining new and current capabilities known as business services

The Service Dominant Strategy Canvas: Towards Networked Business Models

Part 8: Collaborative Business Frameworks IInternational audienceService orientation, customer focus and collaboration between firms are profoundly changing the way of doing business. Marketing scholars are the first academics to conceptualize these changes under a new mindset, known as the Service Dominant Logic. However, management constructs are needed to apply this mindset to the business environment. Therefore, we have developed a new conceptual model of a Service Dominant Strategy with a visual representation in the form of a canvas. Our model is constructed by integrating current definitions of a Service Dominant strategy and by confronting them with traditional strategies. The model facilitates the design of Service Dominant strategies by answering the questions associated with fifteen elements. Experimental application of our approach in several industry domains shows the importance of both strategic level design and Service Dominant thinking

The Service-Dominant Ecosystem: Mapping a Service Dominant Strategy to a Product-Service Ecosystem

Part 2: Product-Service EcosystemsInternational audienceNowadays product-oriented companies are facing the need to focus on the service rather than the product alone. By following a Service-Dominant Strategy, we need to focus on the ecosystem embodying the collaboration to provide such a service. This collaborative perspective on value creation and value sharing is the foundation for designing new business models within the ecosystem. We take the lessons learned in the car-leasing domain on the development of a Service-Dominant Strategy to design a tool supporting the transition from product focus to Product-Service ecosystems

A framework for business innovation directions

In this report, we present a dimensional framework to analyze and design business innovation directions. Strategists can use this framework to analyze their business and set business innovation directions. Entrepreneurs can use the business innovation directions to start the development of new business models. We contribute to the business model innovation research field, presenting a dimensional framework to select business innovation directions

Designing a tool for service-dominant strategies using action design research

Both academic research and industrial practice recognize difficulties in translating the principles of service-dominant (S-D) business logic into actionable insights for practitioners, particularly when considering S-D logic at the strategic level. To address this problem, this paper focuses on the conceptualization, formulation, and communication of an S-D business strategy. From the theoretical standpoint, we conceptualize the elements of an S-D strategy by filtering the scattered literature about S-D strategy and business models through the lenses of traditional views of business strategy. From the practical standpoint, we develop a tool embedding our conceptual development to support practitioners in the formulation and communication of S-D strategy. While traditional strategy tools take a value chain perspective, our tool helps to position the focal organization at the center of a complex ecosystem of partners who are co-creating value. Following the principles of action design research, the tool is developed and evaluated in close collaboration with practice in a case study in the financial services industry. Consequently, this paper contributes both to the conceptual and the practical operationalization of S-D logic at the strategic level

The service dominant strategy canvas : defining and visualizing a service dominant strategy through the traditional strategic lens

Service orientation, customer focus and collaboration between firms are changing the way of doing business. Marketing scholars are the first academics to conceptualize these changes under a new mindset, known as the service dominant logic. We observe a direct relationship between the service dominant logic and cross-organizational information systems. However, the service dominant logic is difficult to communicate and operationalize. Management constructs are needed to apply the service dominant logic to the business environment. Strategy is the first management construct that we need for the business development of the service dominant logic. Currently, there are few works on the service dominant logic at strategic level. In this report, we present a structured definition of a service dominant strategy by taking these emerging works and confronting them with the traditional strategies taught at business schools. We make a projection of the identified strategic statements of the service dominant logic to organize them and make some conclusions. We contribute to the development of the service science at strategic level, by presenting a management tool that facilitates the design of service dominant strategies

The service-dominant ecosystem: mapping a service dominant strategy to a product-service ecosystemm

Nowadays product-oriented companies are facing the need to focus on the service rather than the product alone. By following a Service-Dominant Strategy, we need to focus on the ecosystem embodying the collaboration to provide such a service. This collaborative perspective on value creation and value sharing is the foundation for designing new business models within the ecosystem. We take the lessons learned in the car-leasing domain on the development of a Service-Dominant Strategy to design a tool supporting the transition from product focus to Product-Service ecosystems

Student Performance on an E-Learning Platform: Mixed Method Approach

E-learning is considered a leading application of digital technologies in educational systems. The aim of the paper is to explore the utilization and impact of digital technologies on an e-learning platform. For this purpose, research was conducted at the Moodle learning management system. Data from the e-learning platform were empirically evaluated in order to find key indicators of student performance in different courses. Student success with the e-learning system was evaluated using a mixed-method: Social Network Analysis, K-Means Clustering, and Multiple Linear Regression. The research was conducted at the University of Novi Sad, Faculty of Technical Sciences, Serbia. The results indicate a significant relationship between the performance of students and the use of digital educational resources from the e-learning platform

Designing a Tool for Service-Dominant Business Strategies Using Action Design Research

Both academic research and industrial practice recognize difficulties in translating the principles of service-dominant (S-D) business logic into actionable insights for practitioners, particularly when considering S-D logic at the strategic level. To address this problem, this paper focuses on the conceptualization, formulation, and communication of an S-D business strategy. From the theoretical standpoint, we conceptualize the elements of an S-D strategy by filtering the scattered literature about S-D strategy and business models through the lenses of traditional views of business strategy. From the practical standpoint, we develop a tool embedding our conceptual development to support practitioners in the formulation and communication of S-D strategy. While traditional strategy tools take a value chain perspective, our tool helps to position the focal organization at the center of a complex ecosystem of partners who are co-creating value. Following the principles of action design research, the tool is developed and evaluated in close collaboration with practice in a case study in the financial services industry. Consequently, this paper contributes both to the conceptual and the practical operationalization of S-D logic at the strategic level.clos