Service - Oriented Challenges for Design Science: Charting the “E”-volution

This article links service-dominant (S-D) logic and design science to advance service system design, which is characterized by the indeterminacy of the design problems and outcome measures. Although much progress has been made in IT and IS toward service-orientation, these developments are often adaptations of goods-dominant (G-D) logic, rather than a full transition to a service orientation. In this paper, the “e”-volution of systems design, transitioning from G-D logic to S-D logic, is described and the IS design challenges implied by S-D logic are identified. To devise new, service-oriented modeling, methods and evaluation measurements, S-D logic endorses a fundamental shift in design thinking for design science from “bounded rationality” for problem solving to “expandable rationality” for design for the unknown. Available at: https://aisel.aisnet.org/pajais/vol2/iss1/3

Service Ecosystems Emergence and Interaction: A Simulation Study

This paper describes the examination of emerging institutions and phase transition of service ecosystems in value cocreation processes under the basic tenets of service-dominant logic. We conducted several computational experiments with an agent-based model, in which we represented the generic actors and their operant resources, and examined their interactive behaviors in agent-based simulations. In the simulations, actors started changing their social properties from self-supporting individuals to reciprocal resource integraters. During the transaction, the actors increasingly specialized into specific roles and clusters of actors with the identical roles emerged – pointing towards processes of institutionalization, and dependent on the conditions of land fertility levels. Several phase transitions were observed in emerging service ecosystems, which were supported by complex structures of exchange and collaboration networks

Assessing and enhancing the impact potential of marketing articles

Although the impact of marketing is a recognized priority, current academic practices do not fully support this goal. A research manuscript’s likely influence is difficult to evaluate prior to publication, and audiences differ in their understandings of what “impact” means. This article develops a set of criteria for assessing and enhancing a publication’s impact potential. An article is argued to have greater influence if it changes many stakeholders’ understandings or behaviors on a relevant matter; and makes its message accessible by offering simple and clear findings and translating them into actionable implications. These drivers are operationalized as a checklist of criteria for authors, reviewers, and research supervisors who wish to evaluate and enhance a manuscript’s potential impact. This article invites scholars to further develop and promote these criteria and to participate in establishing impact evaluation as an institutionalized practice within marketing academia.</p

Emergence in marketing: an institutional and ecosystem framework

Many core marketing concepts (e.g., markets, relationships, customer experience, brand meaning, value) concern phenomena that are difficult to understand using linear and dyadic approaches, because they are emergent. That is, they arise, often unpredictably, from interactions within complex and dynamic contexts. This paper contributes to the marketing discipline through an explication of the concept of emergence as it applies to marketing theory. We accomplish this by first drawing on the existing literature on emergence in philosophy, sociology, and the theory of complex adaptive systems, and then link and extend this understanding to marketing using the theoretical framework of service-dominant (S-D) logic, particularly as enhanced by its service-ecosystems and institutionalization perspectives. Our work recognizes both emergence and institutionalization as integral or interrelated processes in the creation, maintenance, and disruption of markets and marketing phenomena. We conclude by discussing implications for marketing research and practice

Emerging Digital Frontiers for Service Innovation

This paper examines emerging digital frontiers for service innovation that a panel discussed at a workshop on this topic held at the 48th Annual Hawaii International Conference on System Sciences (HICSS). The speakers and participants agreed that that service systems are fundamental for service innovation and value creation. In this context, service systems are related to cognitive systems, smart service systems, and cyber-physical systems and depend on the interconnectedness among system components. The speakers and participants regarded humans as the central entity in all service systems. In addition, data, they saw personal data in particular as key to service systems. They also identified several challenges in the areas of cognitive systems, smart service systems, cyber-physical systems, and human-centered service systems. We hope this workshop report helps in some small way to cultivate the emerging service science discipline and to nurture fruitful discussions on service innovation

Stakeholder Theory and Marketing: Moving from a Firm-Centric to a Societal Perspective

This essay is inspired by the ideas and research examined in the special section on “Stakeholder Marketing” of the Journal of Public Policy & Marketing in 2010. The authors argue that stakeholder marketing is slowly coalescing with the broader thinking that has occurred in the stakeholder management and ethics literature streams during the past quarter century. However, the predominant view of stakeholders that many marketers advocate is still primarily pragmatic and company centric. The position advanced herein is that stronger forms of stakeholder marketing that reflect more normative, macro/societal, and network-focused orientations are necessary. The authors briefly explain and justify these characteristics in the context of the growing “prosociety” and “proenvironment” perspectives—orientations that are also in keeping with the public policy focus of this journal. Under the “hard form” of stakeholder theory, which the authors endorse, marketing managers must realize that serving stakeholders sometimes requires sacrificing maximum profits to mitigate outcomes that would inflict major damage on other stakeholders, especially society

Transpapillary drainage has no added benefit on treatment outcomes in patients undergoing EUS-guided transmural drainage of pancreatic pseudocysts: a large multicenter study

Background and Aims The need for transpapillary drainage (TPD) in patients undergoing transmural drainage (TMD) of pancreatic fluid collections (PFCs) remains unclear. The aims of this study were to compare treatment outcomes between patients with pancreatic pseudocysts undergoing TMD versus combined (TMD and TPD) drainage (CD) and to identify predictors of symptomatic and radiologic resolution. Methods This is a retrospective review of 375 consecutive patients with PFCs who underwent EUS-guided TMD from 2008 to 2014 at 15 academic centers in the United States. Main outcome measures included TMD and CD technical success, treatment outcomes (symptomatic and radiologic resolution) at follow-up, and predictors of treatment outcomes on logistic regression. Results A total of 375 patients underwent EUS-guided TMD of PFCs, of which 174 were pseudocysts. TMD alone was performed in 95 (55%) and CD in 79 (45%) pseudocysts. Technical success was as follows: TMD, 92 (97%) versus CD, 35 (44%) (P = .0001). There was no difference in adverse events between the TMD (15%) and CD (14%) cohorts (P = .23). Median long-term (LT) follow-up after transmural stent removal was 324 days (interquartile range, 72-493 days) for TMD and 201 days (interquartile range, 150-493 days) (P = .37). There was no difference in LT symptomatic resolution (TMD, 69% vs CD, 62%; P = .61) or LT radiologic resolution (TMD, 71% vs CD, 67%; P = .79). TPD attempt was negatively associated with LT radiologic resolution of pseudocyst (odds ratio, 0.11; 95% confidence interval, 0.02-0.8; P = .03). Conclusions TPD has no benefit on treatment outcomes in patients undergoing EUS-guided TMD of pancreatic pseudocysts and negatively affects LT resolution of PFCs

Social media marketing strategy: definition, conceptualization, taxonomy, validation, and future agenda

Although social media use is gaining increasing importance as a component of firms’ portfolio of strategies, scant research has systematically consolidated and extended knowledge on social media marketing strategies (SMMSs). To fill this research gap, we first define SMMS, using social media and marketing strategy dimensions. This is followed by a conceptualization of the developmental process of SMMSs, which comprises four major components, namely drivers, inputs, throughputs, and outputs. Next, we propose a taxonomy that classifies SMMSs into four types according to their strategic maturity level: social commerce strategy, social content strategy, social monitoring strategy, and social CRM strategy. We subsequently validate this taxonomy of SMMSs using information derived from prior empirical studies, as well with data collected from in-depth interviews and a quantitive survey among social media marketing managers. Finally, we suggest fruitful directions for future research based on input received from scholars specializing in the field