Service-Dominant Logic


Service-Dominant Logic of Marketing: From Propositions to Practice, Special issue of Industrial Marketing Management, Edited by David Ballantyne, Rob Aitken and John Williams; Deadline 10 Aug 2009

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Industrial marketing Management Special Issue: Call for papers

Service-Dominant Logic of Marketing: From Propositions to Practice
Deadline for submissions: August 10, 2009.

Co-editors for the special issue:

David Ballantyne, Rob Aitken and John Williams (University of Otago, New Zealand)

The publication of the award winning article by Vargo and Lusch (2004) has arguably opened new pathways for developing marketing theory and practice (Vargo and Lusch 2008 a, b). Firstly, their service-dominant (S-D) logic argues that customers’ participate in the co-creation of value, which they assess through service experiences gained in the co-sharing and integrating of resources with suppliers, especially skills and knowledge. Secondly, rather than firms marketing to customers, emphasis is placed on suppliers or other parties marketing with customers, as part of an interactive process. Following this logic means that marketing is not producer-dominant or even customer-dominant but service-dominant. Thirdly, the customer is said to be the arbiter of value in-use derived from interaction with goods and other physical resources purchased. Goods and physical (operand) resources are seen as service appliances, that is, as distribution mechanisms for service. The controversial aspect of this agenda is that service as defined becomes the basis of all marketing activity.

S-D logic draws on ideas from earlier phases in the development of marketing thought, for example, Alderson (1957) also argued that value is not derived from acquisition, likewise Gummesson (1995), Normann and Ramirez (1993) and Wikström et al (1994). Also Prahalad and Ramaswamy (2004) have argued that the future of competition is to be found in co-creating value with customers.

Vargo and Lusch suggest that their ‘service-dominant’ thesis is not a theory but a work in progress open to all for scholarly critique and for evolving a service oriented marketing logic that is of use across all industry and consumer contexts (Lusch and Vargo 2006; Vargo 2007).

This presents a challenge to the mainly goods-dominant orientation of industrial marketing management and this special issue invites your response. Vargo and Lusch will contribute an invited paper and five notable thought leaders will each provide a short commentary. In addition competitive papers are now sought for this special issue on the theme of Service-Dominant Logic: From Propositions to Practice. Papers submitted must specifically address this theme in an industrial marketing management context in both scholarly and practical ways. The usual double blind refereed process will apply.

Possible Service-Dominant oriented topics could include but are not limited to the following:

  • Supply chain concepts and the co-creation of value
  • Business interaction, networks and relationships
  • Stakeholders of the firm and value creation
  • Joint value creation and value propositions
  • Knowledge co-creation and resource integration
  • The impact of technology on the co-creation of value
  • Operant resources and the experiential nature of value
  • Collaboration and dialog in product development
  • Internal (within the firm) S-D logic
  • Information systems and S-D logic
  • Value-in-use and information flows
  • Complex adaptive systems and the global economy
  • Service design and innovation

Papers following the usual Industrial Marketing Management format should be sent electronically to David Ballantyne ( with a copy to the IMM editor Peter LaPlaca ( The deadline for submission of papers is August 10, 2009. Early submissions are welcomed. The special issue is expected to be published in 2010.


Alderson, Wroe (1957) Marketing Behavior and Executive Action: A Functionalist Approach to Marketing. Homewood, IL: Irwin.

Gummesson, E. (1995). Relationship marketing: Its role in the service economy. In W. J. Glynn & J. G. Barnes (eds.), Understanding Services Management (pp. 244–268). New York: Wiley.

Lusch, R. F. and Vargo, S.L. (2006). Service-Dominant Logic: Reactions, reflections and refinements. Marketing Theory, 6 (3), 281-288.

Normann, R. and Ramirez, R. (1993). From value chain to value constellation. Harvard Business Review, July-August, 65-77.

Prahalad, C. K. and Ramaswamy, V. (2004). The Future of Competition: Co-creating Unique Value with Customers. Boston, Mass: Harvard Business School Press.

Vargo, S. L. and Lusch, R.F. (2004). Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 68 (1), 1-17.

Vargo, S.L. (2007). Paradigms, pluralisms, and peripheries: On the assessment of the S-D Logic. Australasian Marketing Journal, 15(1), 105-108.

Vargo, S.L. and Lusch R.F. (2008a), Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36, 1–10.

Vargo, S.L. and Lusch R.F. (2008b). From goods to service(s): Divergences and convergences of logics. Industrial Marketing Management, 37, 254-259.

Wikström, S., Normann, R. Anell, B., Ekvall, G., Forslin, J. and Stearad, P.H. (1994). Knowledge and Value: The Company as a Knowledge Processing and Value Creating System, London: Routledge.