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AbstractDiffusion is traditionally examined at a macro level, measured by adoption (e.g., sales), or at a micro level, assessed by consumer characteristics (e.g., adopter types). We address diffusion at a meso level focusing on how a practice disseminates across extended time and cross-cultural and cross-national space. We conduct an historical analysis and ethnographic inquiry of the dispersion of an indigenous practice, surfing, and the consequences of practice diffusion on practice reproduction. Our data suggest practice diffusion is not the wholesale adoption of a practice. Rather, a practice emerges across diverse cultural and national contexts through adaptation, fueled by processes of codification and transposition. We find that the movement of practice elements (meanings, materials, and competences) and their dynamic linkages (transposition, codification, and adaptation) enable a practice to (re)emerge across broad historic epochs and complex sociocultural landscapes. This study reveals how a practice evolves through shifts in power between practice carriers and noncarriers and results in distinct forms of reproduction (demarcation, imitation, acculturation, and innovation) that can mask the cultural genealogy of a practice. The continual maintenance and evolution of a practice depend on its strength of alignment and embeddedness within systems of practices that make up the social fabric of everyday life.

This article explores the role of symbols in value cocreation in order to develop a deeper understanding of how actors communicate, interact, and reconcile perspectives as they integrate and exchange resources to create value for themselves and for others. We draw on a service ecosystems approach to value cocreation and propose a conceptual framework that highlights varying views of value and articulates the way in which value cocreation results from the integration of resources and interactions among multiple actors. We argue that symbols guide actors in enacting particular practices that enable the cocreation of shared meanings, which help actors determine the value of current and future interactions. In this way, symbols support the coordination of interaction, the communication of information, the integration of resources, and the evaluation of value, among actors. We provide an empirical example of our conceptual framework as supporting evidence for the role of symbols in value cocreation and point toward directions for future research.

Purpose
– The purpose of this paper is to examine shopper marketing through service-dominant logic and service ecosystem lenses. In doing so, the authors reveal challenges and opportunities for supply chain management.


Design/methodology/approach
– The work is conceptual, drawing on contemporary service-dominant logic thinking.


Findings
– Examination of shopper marketing reveals that it is currently stuck in goods-dominant logic and micro-level ways of thinking. By taking a macro service ecosystem view, all actors, including shoppers, are seen as resource integrators seeking resource density. The macro view highlights a significant amount of goods and information flow and variance now being added throughout shopper marketing systems.


Research limitations/implications
– A guiding framework with appropriate terms defined offers new research directions and new ways practitioners can approach challenges in the industry. Research programs are suggested in the areas of facilitating resource density, examining the extent of ecosystems, measurement, mapping of resources, and creating shopper marketing innovations.


Practical implications
– This study provides an alternative way of looking at problems that arise in supply chain management planning and execution of shopper marketing initiatives.


Originality/value
– Few scholastic articles address shopper marketing even within marketing and essentially none do so in supply chain management despite it having significantly disrupted supply chains since 2004. This article offers an overview of shopper marketing and helps supply chain managers identify quickly how they can add value and supply chain management researchers begin to address the challenges.