Advertisement

The Performativity of Value Propositions in Shaping a Service Ecosystem: The Case of B-corporations

  • Cristina Mele
  • Tiziana Russo-Spena
  • Marco Tregua
Chapter
Part of the New Economic Windows book series (NEW)

Abstract

The present chapter builds on performativity research and investigates the performative role of value propositions in shaping a service ecosystem. Performativity is used as a central concept in illustrating how actors influence reality through their representations and their practices. In the investigation, Benefit corporations (hereafter B-corporations) serve as the context for empirical research. The work shows how ideas—the pre-constitute aspects of the ecosystem, such as values, norms and meaning—participate in shaping reality (i.e. the ecosystem) through the translation of such ideas into practice. The performative role of value propositions emerges as a bridge between actors’ values, aims, and practices in shaping a service ecosystem as well as increasing ecosystem viability.

Keywords

Performativity Value propositions Service ecosystems B-corporations 

References

  1. Austin, J. L. (1962). How to do things with words. Oxford: Oxford University Press.Google Scholar
  2. Ballantyne, D., Frow, P., Varey, R. J., & Payne, A. (2011). Value propositions as communication practice: Taking a wider view. Industrial Marketing Management, 40(2), 202–210.CrossRefGoogle Scholar
  3. Barile, S., & Polese, F. (2010). Smart service systems and viable service systems: Applying systems theory to service science. Service Science, 2(1-2), 21–40.CrossRefGoogle Scholar
  4. Barile, S., Lusch, R., Reynoso, J., Saviano, M., & Spohrer, J. (2016). Systems, networks, and ecosystems in service research. Journal of Service Management, 27(4), 652–674.CrossRefGoogle Scholar
  5. Battilana, J., & Lee, M. (2014). Advancing research on hybrid organizing – Insights from the study of social enterprises. The Academy of Management Annals, 8(1), 397–441.CrossRefGoogle Scholar
  6. Butler, J. (2011). Bodies that matter: On the discursive limits of sex. London: Taylor & Francis.Google Scholar
  7. Callon, M. (1998). Introduction: The embeddedness of economic markets in economics. In M. Callon (Ed.), The laws of the markets. Oxford: Blackwell.Google Scholar
  8. Cavell, S. (2002). Must we mean what we say? (updated edition). Cambridge: Cambridge University Press.Google Scholar
  9. Chabowski, B. R., Mena, J. A., & Gonzalez-Padron, T. L. (2011). The structure of sustainability research in marketing, 1958–2008: A basis for future research opportunities. Journal of the Academy of Marketing Science, 39(1), 55–70.CrossRefGoogle Scholar
  10. Crittenden, V. L., Crittenden, W. F., Ferrell, L. K., Ferrell, O. C., & Pinney, C. (2011). Market oriented sustainability: A conceptual framework and propositions. Journal of the Academy of Marketing Science, 39(1), 71–85.CrossRefGoogle Scholar
  11. Diaz Ruiz, C. A. (2012). Theories of markets: Insights from marketing and the sociology of markets. The Marketing Review, 12(1), 61–77.Google Scholar
  12. Drucker, P. F. (1954). The practice of management. Cambridge: Routledge.Google Scholar
  13. Dubois, A., & Gadde, L. E. (2002). Systematic combining: an abductive approach to case research. Journal of Business Research, 55(7), 553–560.CrossRefGoogle Scholar
  14. Edvardsson, B., & Enquist, B. (2009). Values-based service for sustainable business, lessons from IKEA. London: Routledge.Google Scholar
  15. Edvardsson, B., Tronvoll, B., & Gruber, T. (2011). Expanding understanding of service exchange and value co-creation: A social construction approach. Journal of the Academy of Marketing, 39, 327–339.CrossRefGoogle Scholar
  16. Edvardsson, B., Enquist, B., & Sebhatu, S. P. (2013). The role of shared values in a sustainable service business. In R. P. Fisk, R. Russell-Bennett, & L. C. Harris (Eds.), Serving customers (pp. 229–248). Prahran Vic: Tilde University Press.Google Scholar
  17. Edvardsson, B., Kowalkowski, C., Strandvik, T., & Voima, P. (2014). Negative critical waves in business relationships: An extension of the critical incident perspective. Journal of Business and Industrial Marketing, 29(4), 284–294.CrossRefGoogle Scholar
  18. Enquist, B., Johnsson, M., & Skålén, P. (2006). Adoption of corporate social responsibility – Incorporating a stakeholder perspective. Qualitative Research in Accounting and Management, 3(3), 188–207.CrossRefGoogle Scholar
  19. Frow, P., & Payne, A. (2011). A stakeholder perspective of the value proposition concept. European Journal of Marketing, 45(1/2), 223–240.CrossRefGoogle Scholar
  20. Frow, P., McColl-Kennedy, J. R., Hilton, T., Davidson, A., Payne, A., & Brozovic, D. (2014). Value propositions A service ecosystems perspective. Marketing Theory, 14(3), 327–351.CrossRefGoogle Scholar
  21. Frow, P., McColl-Kennedy, J. R., & Payne, A. (2016). Co-creation practices: Their role in shaping a health care ecosystem. Industrial Marketing Management, 56, 24–39.CrossRefGoogle Scholar
  22. Greer, C. R., Lusch, R. F., & Vargo, S. L. (2016). A service perspective. Organizational Dynamics, 1(45), 28–38.CrossRefGoogle Scholar
  23. Gummesson, E. (2005). Qualitative research in marketing: Road-map for a wilderness of complexity and unpredictability. European Journal of Marketing, 39(3/4), 309–327.CrossRefGoogle Scholar
  24. Gummesson, E. (2008). Customer centricity: Reality or a wild goose chase? European Business Review, 20(4), 315–330.CrossRefGoogle Scholar
  25. Gummesson, E., & Mele, C. (2010). Marketing as value co-creation through network interaction and resource integration. Journal of Business Market Management, 4(4), 181–198.CrossRefGoogle Scholar
  26. Hagberg, J., & Kjellberg, H. (2010). Who performs marketing? Dimensions of agential variation in market practice. Industrial Marketing Management, 39, 1028–1037.CrossRefGoogle Scholar
  27. Hall, S. (2000). Who needs identity? In P. du Gay, J. Evans, & P. Redman (Eds.), Identity: A reader. London: Sage Publications.Google Scholar
  28. Hsieh, H.-F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis. Qualitative Health Research, 15(9), 1277–1288.CrossRefGoogle Scholar
  29. Iansiti, M., & Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68–78.Google Scholar
  30. Jackson, S. (2004). Professing performance: Theatre in the academy from philology to performativity. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  31. Kjellberg, H., & Helgesson, C. F. (2006). Multiple versions of markets: Multiplicity and performativity in market practice. Industrial Marketing Management, 35(7), 839–855.CrossRefGoogle Scholar
  32. Kjellberg, H., & Helgesson, C. F. (2007). On the nature of markets and their practices. Marketing Theory, 7(2), 137–162.CrossRefGoogle Scholar
  33. Korkman, O., Storbacka, K., & Harald, B. (2010). Practices as markets: Value co-creation in e-invoicing. Australasian Marketing Journal, 18(4), 236–247.CrossRefGoogle Scholar
  34. Koskela-Huotari, K., Edvardsson, B., Jonas, J. M., Sörhammar, D., & Witell, L. (2016). Innovation in service ecosystems—Breaking, making, and maintaining institutionalized rules of resource integration. Journal of Business Research, 69(8), 2964–2971.CrossRefGoogle Scholar
  35. Kowalkowski, C. A. (2011). Dynamics of value propositions: Insights from service dominant logic. European Journal of Marketing, 45(1), 277–294.CrossRefGoogle Scholar
  36. Kozinets, R. V. (2002). The field behind the screen: Using netnography for marketing research in online communities. Journal of Marketing Research, 39(1), 61–72.CrossRefGoogle Scholar
  37. Latour, B. (2005). Reassembling the social: An introduction to actor-network-theory. Oxford: Oxford University Press.Google Scholar
  38. Law, J., & Urry, J. (2004). Enacting the social. Economy and Society, 33(3), 390–410.CrossRefGoogle Scholar
  39. Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry (Vol. 75). London: Sage.Google Scholar
  40. Loxley, J. (2006). Performativity. Abingdon: Routledge.Google Scholar
  41. Lusch, R. F., & Vargo, S. L. (2014). An introduction to service-dominant logic. Cambridge: Cambridge University Press.Google Scholar
  42. Lusch, R. F., & Webster, F. E. (2011). A stakeholder-unifying, cocreation philosophy for marketing. Journal of Macromarketing, 31(2), 129–134.CrossRefGoogle Scholar
  43. Lusch, R. F., Vargo, S. L., & Gustafsson, A. (2016). Fostering a trans-disciplinary perspectives of service ecosystems. Journal of Business Research, 69(8), 2957–2963.CrossRefGoogle Scholar
  44. Meynhardt, T., Chandler, J. D., & Strathoff, P. (2016). Systemic principles of value co-creation: Synergetics of value and service ecosystems. Journal of Business Research, 69(8), 2981–2989.CrossRefGoogle Scholar
  45. Nordgren, L. (2008). The performativity of the service management discourse: Value creating customers in health care. Journal of Health Organization and Management, 22(5), 510–528.CrossRefGoogle Scholar
  46. Payne, A., & Frow, P. (2014a). Developing superior value propositions: A strategic marketing imperative. Journal of Service Management, 25(2), 213–227.CrossRefGoogle Scholar
  47. Payne, A., & Frow, P. (2014b). Deconstructing the value proposition of an innovation exemplar. European Journal of Marketing, 48(1/2), 237–270.CrossRefGoogle Scholar
  48. Peterson, M. (2015). Social enterprise for poverty alleviation in an era of sector convergence. Journal of Ethics and Entrepreneurship, 5(1), 5–25.Google Scholar
  49. Piekkari, R., Plakoyiannaki, E., & Welch, C. (2010). Good’ case research in industrial marketing: Insights from research practice. Industrial Marketing Management, 39(1), 109–117.CrossRefGoogle Scholar
  50. Russo Spena, T., Mele, C., & Nuutinen, M. (2017). Innovating in practice. Cham: Springer International Publishing.CrossRefGoogle Scholar
  51. Sabeti, H. (2011). The for-benefit enterprise. Harvard Business Review, 89(11), 98–104.Google Scholar
  52. Skålén, P., Gummerus, J., von Koskull, C., & Magnusson, P. (2015). Exploring value propositions and service innovation: A service-dominant logic study. Journal of the Academy of Marketing Science, 43(2), 137–158.CrossRefGoogle Scholar
  53. Storbacka, K., & Nenonen, S. (2011). Scripting markets: From value propositions to market propositions. Industrial Marketing Management, 40, 255–266.CrossRefGoogle Scholar
  54. Storbacka, K., Frow, P., Nenonen, S. M., & Payne, A. (2012). Designing business models for value co-creation. Review of Marketing Research, 9, 51–78.CrossRefGoogle Scholar
  55. Taillard, M., Peters, L. D., Pels, J., & Mele, C. (2016). The role of shared intentions in the emergence of service ecosystems. Journal of Business Research, 69(8), 2972–2980.CrossRefGoogle Scholar
  56. Vargo, S. L., & Akaka, M. A. (2012). Value cocreation and service systems (re) formation: A service ecosystems view. Service Science, 4(3), 207–217.CrossRefGoogle Scholar
  57. Vargo, S. L., & Lusch, R. F. (2011). It’s all B2B and beyond…: Toward a system perspective on the market. Industrial Marketing Management, 40, 181–187.CrossRefGoogle Scholar
  58. Vargo, S. L., & Lusch, R. F. (2012). Service-dominant logic: A forward look. Presentation at The Tekes-serve annual seminar, Helsinki 26-04-2012.Google Scholar
  59. Vargo, S. L., & Lusch, R. F. (2014). Inversions of service-dominant logic. Marketing Theory, 14(3), 239–248.CrossRefGoogle Scholar
  60. Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy of Marketing Science, 44(1), 5–23.CrossRefGoogle Scholar
  61. Vargo, S. L., Wieland, H., & Akaka, M. A. (2015). Innovation through institutionalization: A service ecosystems perspective. Industrial Marketing Management, 44, 63–72.CrossRefGoogle Scholar
  62. Weber, R. P. (1990). Basic content analysis (2nd ed.). Newbury Park: Sage.CrossRefGoogle Scholar
  63. Wieland, H., Polese, F., Vargo, S. L., & Lusch, R. F. (2012). Toward a service (eco) systems perspective on value creation. International Journal of Service Science, Management, Engineering, and Technology, 3(3), 12–25.CrossRefGoogle Scholar
  64. Wieland, H., Koskela-Huotari, K., & Vargo, S. L. (2016). Extending actor participation in value creation: an institutional view. Journal of Strategic Marketing, 24(3-4), 210–226.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  • Cristina Mele
    • 1
  • Tiziana Russo-Spena
    • 1
  • Marco Tregua
    • 1
  1. 1.Department of Economics, Management, InstitutionsUniversity of NaplesNaplesItaly

Personalised recommendations