Archetypes of Service Innovation: Implications for Value Cocreation
Open accessAbstract
Service innovation is a key source of competitive differentiation across firms and markets. Despite growing attention from practitioners and academics alike, systematic scholarly inquiry into service innovation’s diverse theoretical foundations has to date been limited. This article explores different approaches to service innovation and proposes a typology of four archetypes, each informed by a distinct theoretical perspective and by different underlying assumptions. Process-based and output-based archetypes focus on value-adding phases and output value, respectively. Experiential and systemic archetypes have attracted less attention but become central for firms seeking to cocreate phenomenologically determined value within the service ecosystem. The article also contributes to service innovation research and practice by bringing together the existing archetypes, which were previously treated separately. Juxtaposing these archetypes and emphasizing value and value cocreation, the article proposes an integrative view of how novel value cocreation can be enhanced in service innovations. Finally, we develop an agenda for future research, encouraging researchers and managers to plan service innovations systematically, deploying each archetype in value cocreation, and combining them within an integrative approach.
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The concept of imposed service innovations highlights disruptive forces of change that must be viewed through a strategic lens.
“The concept of imposed service innovations highlights disruptive forces of change that must be viewed through a strategic lens, complementing the archetypal structure of innovations based on features, processes and actor configurations (Helkkula et al., 2018;Snyder et al., 2016).”
From Reframing service innovation: COVID-19 as a catalyst for imposed service innovation (2020) · cites this paper as Helkkula et al., 2018
The Abstract describes shifts in service innovation and archetypes grounded partly in strategy; the Discussion and Implications and Implications for Practice sections describe output-, process-, experiential-, and systemic archetypes and recommend considering them together. But the searched passages do not identify a concept of “imposed service innovations” or say that it highlights disruptive forces that must be viewed through a strategic lens. (LLM, conf=0.84)
Experimental — accuracy not yet measuredHelkkula et al. (2018) proposed a typology of four archetypes after exploring different approaches to service innovation.
“For example, after exploring different approaches to service innovation, Helkkula et al. (2018) proposed a typology of four archetypes.”
From Designing conceptual articles: four approaches (2020) · cites this paper as Helkkula et al. (2018)
Helkkula et al. (2018) suggested that variance within the extant research could be explained by differences of theoretical perspective and argued that each type had distinct implications for value creation.
“They suggested that variance within the extant research could be explained by differences of theoretical perspective and argued that each type had distinct implications for value creation.”
From Designing conceptual articles: four approaches (2020) · cites this paper as Helkkula et al. (2018)
Helkkula et al. (2018) synthesized a novel conceptualization of service innovation that exploited the strengths of each type and mitigated their limitations.
“For example, after distinguishing types of service innovation in terms of their conceptual underpinnings, Helkkula et al. (2018) synthesized a novel conceptualization of service innovation that exploited the strengths of each type and mitigated their limitations.”
From Designing conceptual articles: four approaches (2020) · cites this paper as Helkkula et al. (2018)
Service innovation has typically been considered a key factor in organizational differentiation and growth and a matter of management discretion.
“Service innovation has typically been considered a key factor in organizational differentiation and growth (Feng et al., 2020;Helkkula et al., 2018;Kowalkowski and Witell, 2020) and a matter of management discretion.”
From Reframing service innovation: COVID-19 as a catalyst for imposed service innovation (2020) · cites this paper as Helkkula et al., 2018
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Reframing service innovation: COVID-19 as a catalyst for imposed service innovation
Heinonen, K., & Strandvik, T. (2020) · Journal of Service Management · doi:10.1108/josm-05-2020-0161 · Cited by 280 · see citing works
- Authors
- Helkkula, A., Kowalkowski, C., & Tronvoll, B.
- Affiliations
- Hanken School of Economics (FI)
- Linköping University (SE)
- University of Inland Norway (NO)
- Corresponding author
- Helkkula, Anu
- Venue
- Journal of Service Research
- Publisher
- SAGE Publications
- Published
- 2018-01-01
- Volume
- 21
- Issue
- 3
- Pages
- 284-301
- ISSN
- 1094-6705 (ISSN-L)
- 1552-7379
- PMC
- PMC6041742
- OpenAlex
- W2782007424
- Cited by
- 224
- References
- 115
- Citations by year
- 2026: 11 · 2025: 27 · 2024: 35 · 2023: 24 · 2022: 46 · 2021: 30 · 2020: 27 · 2019: 20 · 2018: 4
- FWCI
- 36.29
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Locations
- Journal of Service Research (publishedVersion, cc-by)
- Europe PMC (PubMed Central) (publishedVersion, cc-by)
- PubMed Central (publishedVersion, cc-by)
- PubMed (publishedVersion)
- SSRN Electronic Journal (submittedVersion)
- KTH Publication Database DiVA (KTH Royal Institute of Technology) (submittedVersion, other-oa)
- Työväentutkimus Vuosikirja (submittedVersion)
- Funders
- Riksbankens Jubileumsfond (P15-0232:1)
- Topics
- Social Sciences › Business, Management and Accounting › Marketing › Service and Product Innovation
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Customer Service Quality and Loyalty
- Keywords
- service innovation, archetypes, typology, value co-creation, system innovation, service ecosystems, competitive differentiation, integrated approach
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