Reshaping mental models – enabling innovation through service design

Josina Vink · Bo Edvardsson · Katarina Wetter‐Edman · Bård Tronvoll

96 citations0/0 files storedJournal of service management

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Service and Product Innovation Design Education and Practice Innovative Approaches in Technology and Social Development

Abstract

Purpose The purpose of this paper is to analyze how service design practices reshape mental models to enable innovation. Mental models are actors’ assumptions and beliefs that guide their behavior and interpretation of their environment. Design/methodology/approach This paper offers a conceptual framework for innovation in service ecosystems through service design that connects the macro view of innovation as changing institutional arrangements with the micro view of innovation as reshaping actors’ mental models. Furthermore, through an 18-month ethnographic study of service design practices in the context of healthcare, how service design practices reshape mental models to enable innovation is investigated. Findings This research highlights that service design reshapes mental models through the practices of sensing surprise, perceiving multiples and embodying alternatives. This paper delineates the enabling conditions for these practices to occur, such as coaching, diverse participation and supportive physical materials. Research limitations/implications This study brings forward the underappreciated role of actors’ mental models in innovation. It highlights that innovation in service ecosystems is not simply about actors making changes to their external context but also actors shifting their own assumptions and beliefs. Practical implications This paper offers insights for service managers and service designers interested in supporting innovation on how to catalyze shifts in actors’ mental models by creating the conditions for specific service design practices. Originality/value This paper is the first to shed light on the central role of actors’ mental models in innovation and identify the service design practices that reshape mental models.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1991Institutions, Institutional Change and Economic Performance 2004Five Misunderstandings About Case-Study Research 1991Bringing Society Back In : Symbols, Practices, and Institutional Contradictions 2006Institutions and Institutional Work 1986The dominant logic: A new linkage between diversity and performance 1994Shared Mental Models: Ideologies and Institutions 2015Service Innovation: A Service-Dominant Logic Perspective1

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2020Elevating the human experience (HX) through service research collaborations: introducing ServCollab 2021Building Reflexivity Using Service Design Methods 2021Service system transformation through service design: Linking analytical dimensions and service design approaches 2020Managing environmental turbulence through innovation speed and operational flexibility in B2B service organizations 2019A service design approach to healthcare innovation: from decision-making to sense-making and institutional change

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