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How to create a commercial experience: Focus on Leadership, Values and Organizational Culture
Mid Sweden University, Faculty of Science, Technology and Media, Department of Engineering and Sustainable Development.ORCID iD: 0000-0001-5610-2944
2009 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

A new kind of commercial offer is on the rise, that of a commercial experience. It is said to be the next progression of value after a service and that it is distinct from a service in several ways, two important being a) the provider having to create something new or memorable to the customer, i.e. creating attractive quality, and b) the offer being a co-creation between the customer and the provider.

Little has been written though about how creating a commercial experience can affect the way organizations should work. One of the areas that ought to be affected is the way organizations work to shape and coordinate co-workers and leaders behaviors by having a common set of values, or in other words a strong organizational culture.  A number of studies show that the leaders in an organization have a strong influence on its culture while others show that working with Total Quality Management (TQM) can enhance the corporate values and lead to profitable organizations.

The purpose of this thesis was to explore and contribute knowledge about how to create a commercial experience. The more specific purpose was to explore this area in relation to leadership, values, organizational culture and TQM.

To fulfill these purposes two case studies were carried out with the intention of finding ways of working. The first focused on how a renowned organization that offers commercial experiences works and the second on organizations offering commercial experiences in the region of Jämtland.

One conclusion drawn from the research is that methodologies and tools that aim directly to enhance the organization´s values and hence its culture might be of even more importance in organizations offering a commercial experience. It seems to be important to be aware that values need to be translated into behaviors to make them understandable in the organization. Storytelling is one tool that can be used as an enhancer of organizational culture, a tool that might be a fairly unrecognized for this purpose. It is also evident that the leadership practiced within the organization is crucial if a strong organizational culture is to be achieved.

Further, strategies for selecting the right values appear to be important when trying to create a strong organizational culture - a strategy not so evident within TQM. This could be one area where TQM needs to be developed in order to support the creation of a commercial experience but also to implement TQM more effectively.

Abstract [sv]

En ny typ av kommersiella erbjudande är på uppgång, de kommersiella upplevelserna. De sägs vara nästa utveckling av ekonomiskt värde efter service och skiljer sig från service på ett antal sätt, varav de två viktigaste kan sägas vara a) behovet att skapa något som är nytt eller minnesvärt för kunden, dvs. skapa attraktiv kvalitet och b) att erbjudandet (upplevelsen) skapas tillsammans med kunden.

Det finns idag inte så mycket skrivet om hur det interna arbetet i organisationer som erbjuder kommersiella upplevelser kan påverkas. Ett område som borde påverkas är det sätt organisationer arbetar med att forma och koordinera ledarnas och medarbetarnas beteenden genom gemensamma värderingar, dvs. att skapa en stark organisationskultur. Studier har visat att ledarna i en organisation har stort inflytande på kulturen och andra studier visar att arbete med Offensiv kvalitetsutveckling (TQM) kan stärka värderingarna och leda till lönsamma organisationer.

Syftet med avhandlingen har varit att utforska samt bidra med kunskap om hur man kan skapa en kommersiell upplevelse. Det mer specifika syftet har varit att utforska området i relation till ledarskap, värderingar, organisationskultur och TQM.

För att uppfylla dessa syften har två fallstudier genomförts med intentionen att hitta arbetssätt. Den första fokuserade på hur en framgångsrik organisation som erbjuder kommersiella upplevelser arbetar och den andra på hur organisationer i Jämtlands län som erbjuder kommersiella upplevelser arbetar.

En slutsats som dras med utgångspunkt i genomförd forskning är att metoder och verktyg som är direkt riktade mot att stärka värderingar och därigenom organisationskulturen kan spela en ännu större roll i organisationer som erbjuder en kommersiell upplevelse. Det verkar vara viktigt att nå en förståelse att värderingar behöver överföras till beteenden för att göra dem förståeliga i organisationen. ”Storytelling” är ett verktyg som kan användas för att stärka organisationskulturen, ett verktyg som verkar vara tämligen outnyttjat för detta syfte. Det är också tydligt att ledarskapet som utövas i organisationen är avgörande för att lyckas med att erhålla en stark organisationskultur.

Strategier för att välja de rätta värderingarna verkar vara en viktig del när man försöker skapa en stark organisationskultur. En strategi som inte är så uppenbar inom TQM. Det skulle kunna vara ett område där TQM behöver utvecklas för att stötta skapandet av kommersiella upplevelser men även för att mer effektivt implementera TQM generellt.

Place, publisher, year, edition, pages
Sundsvall: Kopieringen , 2009. , p. 66
Series
Mid Sweden University licentiate thesis, ISSN 1652-8948 ; 40
Keywords [en]
Commercial experience, leadership, values, organizational culture, TQM
Keywords [sv]
Kommersiell upplevelse, ledarskap, värderingar, organisationskultur, TQM
National Category
Other Mechanical Engineering
Identifiers
URN: urn:nbn:se:miun:diva-10598ISBN: 978-91-86073-52-7 (print)OAI: oai:DiVA.org:miun-10598DiVA, id: diva2:280242
Presentation
2009-11-20, Q221, Akademigatan 1, Östersund, 10:00 (Swedish)
Opponent
Supervisors
Available from: 2009-12-09 Created: 2009-12-09 Last updated: 2016-12-02Bibliographically approved
List of papers
1. Learning from others to adapt Quality Management to the future
Open this publication in new window or tab >>Learning from others to adapt Quality Management to the future
2011 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 22, no 2, p. 187-196Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to compare leadership behaviours from two different approaches with the leadership behaviours within Quality Management in order to find possible areas for developing leadership within Quality Management. A case study has been carried out at a Swedish award-winning organisation in order to study leadership behaviours. In-depth interviews have been carried out with the intention to explore how the manager has worked to become one of Sweden’s best workplaces. Leadership behaviours from three different approaches are summarised in ‘The Core Leadership Behaviours’. The analysis of the leadership methodologies and behaviours used by the leaders and the ‘Core Leadership Behaviours’ from the three different approaches has been summarized for each approach. The comparison indicates that there are interesting leadership behaviours in Change Oriented Leadership as well as in KaosPilots that are not established within Quality Management. The leadership behaviours could complement Quality Management to meet new and challenging demands from customers and co-workers

Keywords
Quality Management; Change Oriented Management; Leadership Behaviours; KaosPilots; Creativity; TQM, Kvalitetsteknik, Ledarskapsbeteenden, Kaos Piloterna, Kreativitet, TQM
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:miun:diva-8654 (URN)10.1080/14783363.2010.530800 (DOI)000287487700005 ()2-s2.0-79951825434 (Scopus ID)
Available from: 2009-02-24 Created: 2009-02-24 Last updated: 2017-12-13Bibliographically approved
2. Creating Customer Value in Commercial Experiences: from the leaders perspective
Open this publication in new window or tab >>Creating Customer Value in Commercial Experiences: from the leaders perspective
(English)Manuscript (preprint) (Other academic)
Keywords
Leadership, Customer Value, Commercial Experience, Organizational Culture, Co-create, Attractive Quality, Gaps Model.
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:miun:diva-10597 (URN)
Available from: 2009-12-09 Created: 2009-12-09 Last updated: 2016-12-09Bibliographically approved
3. Can selecting the right values help TQM implementation?: A case study about organisational homogeneity at the Walt Disney Company
Open this publication in new window or tab >>Can selecting the right values help TQM implementation?: A case study about organisational homogeneity at the Walt Disney Company
2012 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 23, no 1, p. 1-11Article in journal (Refereed) Published
Abstract [en]

Total Quality Management, TQM, is often referred to as a value based management philosophy, built on a set of core values. These TQM values should ideally be conformed to by all employees in order to achieve a thriving organisation. A strong organisational culture with shared core values can therefore be identified as of importance for a successful TQM implementation. This paper discusses how organisations need to act in order to achieve shared values among co-workers. In the theory two strategies appear: to select people who appear to possess the desired values in the first place and to socialize employees once hired. When working with TQM, several examples of socialization can be found in described techniques and tools, however the selection strategy seems to be both unapplied and underestimated. In order to find empirical examples a case study was conducted at an organisation which is renowned for the way in which they work with values. A conclusion of this paper is that, as a complement to the use of socialization, a selection strategy is proposed in order to achieve shared values in order to facilitate TQM implementation.

Place, publisher, year, edition, pages
Routledge, 2012
Keywords
Values, Total Quality Management; Socialization; Selection; Organizational Culture; Recruitment; Disney, Quality Technology and Management, TQM, Quality control, Kvalitetsteknik, Kvalitet
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:miun:diva-8773 (URN)10.1080/14783363.2011.637801 (DOI)000302474300001 ()2-s2.0-84859887794 (Scopus ID)
Available from: 2009-04-06 Created: 2009-04-06 Last updated: 2017-12-13Bibliographically approved
4. Commercial experiences from a customer perspective: Elaborated, defined and distinguished
Open this publication in new window or tab >>Commercial experiences from a customer perspective: Elaborated, defined and distinguished
2007 (English)In: Proceedings of the 10th International Conference on Quality Management for Organisational and Regional Development, Lund 18-20/6 2007, Lund: Linköping University Electronic Press, 2007, , p. -Conference paper, Published paper (Other academic)
Abstract [en]

A new type of business offering is currently gaining much attention, a type which in some aspects appears to be distinct from goods and services. These offerings are usually denoted as commercial experiences and are claimed to provide higher customer value than other types of offerings as they, for example, engage customers in an inherently memorable way. The understanding of what constitutes commercial experiences is however still scant. The purpose of this paper is accordingly to take a closer look at the commercial experience concept from a customer perspective. The paper aims specifically at elaborating and defining commercial experiences as well as distinguishing them from goods and services. Approach The paper is based on literature studies. Findings The authors identify memorable as the fundamental distinctive characteristic for commercial experiences. Memorable events are then shown to be strongly emotional events. Finally the two-factor structure of affect is used to show that the factor �strong engagement� is a critical driver of commercial experiences. As a result of the elaboration the authors also propose a new definition of commercial experiences and distinguish commercial experiences from goods and services in three ways. Originality/Value The paper increases the currently scant understanding of commercial experiences.

Place, publisher, year, edition, pages
Lund: Linköping University Electronic Press, 2007. p. -
Series
Linköping Electronic Conference Proceedings, ISSN 1650-3740
Keywords
Experience economy, customer focus, commercial experience, Quality Technology and Management, TQM, Quality control, Kvalitetsteknik, Kvalitet
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:miun:diva-5389 (URN)5099 (Local ID)5099 (Archive number)5099 (OAI)
Available from: 2008-09-30 Created: 2009-07-14 Last updated: 2016-12-02Bibliographically approved

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Ingelsson, Pernilla

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