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Strategic Relationships: A Service Science Perspective
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Author(s): Md. Abul Kalam Siddike (Japan Advanced Institute of Science and Technology, Japan), Haluk Demirkan (University of Washington – Tacoma, USA), Youji Kohda (Japan Advanced Institute of Science and Technology, Japan)and Jim Spohrer (IBM Almaden Research Center, USA)
Copyright: 2017
Pages: 21
Source title:
Handbook of Research on Strategic Alliances and Value Co-Creation in the Service Industry
Source Author(s)/Editor(s): Shai Rozenes (Afeka Tel-Aviv Academic College of Engineering, Israel)and Yuval Cohen (Afeka Tel-Aviv Academic College of Engineering, Israel)
DOI: 10.4018/978-1-5225-2084-9.ch001
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Abstract
Strategic relationships between entities shape the nature of collaboration and competition, as well as the competition for collaborators in markets - customers, employees, suppliers, investors, and others (Spohrer, Kwan, & Fisk, 2014). Rethinking strategic relationships from a service science perspective is the focus of this chapter. The rise of the collaborative, sharing, or more accurately, platform-enabled person-to-person value co-creation economy has increased the dynamic nature of markets across diverse industries and regional jurisdictions. Within the service science literature, “service” is defined as value co-creation interactions and outcomes between entities, all happening over time, space, and scale as part of the evolving ecology of nested, networked service system entities (Spohrer & Maglio, 2010). In this chapter, three types of service system entities are compared and contrasted from the perspective of strategic relationships: businesses, nations, and NFL sport teams.
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