On value and value co-creation: A service systems and service logic perspective

Service-dominant logic continues its evolution, facilitated by an active community of scholars throughout the world. Along its evolutionary path, there has been increased recognition of the need for a crisper and more precise delineation of the foundational premises and specification of the axioms of S-D logic. It also has become apparent that a limitation of the current foundational premises/axioms is the absence of a clearly articulated specification of the mechanisms of (often massive-scale) coordination and cooperation involved in the cocreation of value through markets and, more broadly, in society. This is especially important because markets are even more about cooperation than about the competition that is more frequently discussed. To alleviate this limitation and facilitate a better understanding of cooperation (and coordination), an eleventh foundational premise (fifth axiom) is introduced, focusing on the role of institutions and institutional arrangements in systems of value cocreation: service ecosystems. Literature on institutions across multiple social disciplines, including marketing, is briefly reviewed and offered as further support for this fifth axiom.

Institutions and axioms: an extension and update of service-dominant logic

It's all B2B…and beyond: Toward a systems perspective of the market

A business process model (100) pertaining to an application product (102) is associated with a set of views that illustrate the realization of the business process in the appplication product (102). Further, the business process model is displayed to the user together with the set of views to enhance the user's understanding of the business process provided by the application product (102).

Method and apparatus to facilitate development of a customer-specific business process model

Service-dominant logic 2025

ion is a powerful thing. During the nineteenth century, the Industrial Revolution was built on many powerful abstractions, such as mass, energy, work, and power. During the twentieth century, the information revolution was built on many powerful abstractions, such as binary digit or bit, binary coding, and algorithmic complexity. Here, we propose an abstraction for the twenty-first century, in which there is an emerging revolution in thinking about business and economics based on a service-dominant logic. The worldview of service-dominant logic stands in sharp contrast to the worldview of the goods-dominant logic of the past, as it holds service—the application of competences for benefit of others—rather than goods to be the fundamental basis of economic exchange. Within this new worldview, we suggest the basic abstraction is the service system, a configuration of people, technologies, and other resources that interact with other service systems to create mutual value. Many systems can be viewed as service systems, including families, cities, and companies, among many others. In this paper, we show how the service-system abstraction can be used to understand how value is co-created, in the process laying the foundation for an integrated science of service.

The service system is the basic abstraction of service science

Any business, no matter what physical goods or services it produces, relies on business records. It needs to record details of what it produces in terms of concrete information. Business artifacts are a mechanism to record this information in units that are concrete, identifiable, self-describing, and indivisible. We developed the concept of artifacts, or semantic objects, in the context of a technique for constructing formal yet intuitive operational descriptions of a business. This technique, called OpS (Operational Specification), was developed over the course of many business-transformation and business-process-integration engagements for use in IBM's internal processes as well as for use with customers. Business artifacts (or business records) are the basis for the factorization of knowledge that enables the OpS technique. In this paper we present a comprehensive discussion of business artifacts--what they are, how they are represented, and the role they play in operational business modeling. Unlike the more familiar and popular concept of business objects, business artifacts are pure instances rather than instances of a taxonomy of types. Consequently, the key operation on business artifacts is recognition rather than classification.

Business artifacts: An approach to operational specification

ion is a powerful thing. During the 19th century, the industrial revolution was built on many powerful abstractions, such as mass, energy, work, and power. During the 20th century, the information revolution was built on many powerful abstractions, such as binary digit or bit, binary coding, and algorithmic complexity. Here, we propose an abstraction that will be important to the service revolution of the 21st century: the service system, which is a configuration of people, technologies, and other resources that interact with other service systems to create mutual value. Many systems can be viewed as service systems, including families, cities, and companies, among many others. In this paper, we show how the service-system abstraction can be used to understand how value is created, in the process unifying concepts from many disciplines and creating the foundation for an integrated science of service.

The Service System Is the Basic Abstraction of Service Science

For almost a decade, the artifact-centered operational-modeling approach for modeling business operations, also referred to as the "business artifact method," has been practiced and refined. This approach has been used in a variety of engagements, and each engagement has brought forth innovations that have enriched and strengthened the approach. In this paper, we describe three of these engagements in order to illustrate the method and highlight some of the lessons learned. The main objective of this paper is to establish the value of operational modeling in business transformation and to incorporate the lessons we have learned into a more comprehensive account of the method. We also describe the model-driven business transformation toolkit, which adds a unique value proposition to the method-the rapid and effective transformation of operational models into implementations that are manageable and can be monitored.

Artifact-centered operational modeling: lessons from customer engagements

A system and method for creating and managing a business process integration solution comprises modeling a business strategy including elements representing business measurements and initiatives according to defined business goals and objectives of an entity; modeling business operations of the entity in terms of business process elements including process tasks, artifact flows and artifact repositories, and business commitment elements including incorporating key performance indicators; mapping elements of the strategy model with artifact and process elements of the operations model; and, measuring business performance and comparing performance measurements against the key performance indicators. The business strategy and operation model process elements may be continuously refined over a solution development lifecycle as a result of process measurements and comparing. A business level modeling language is further implemented for formally representing the business operations.

Nathan S. Caswell

Papers

The service system is the basic abstraction of service science

Business artifacts: An approach to operational specification

The Service System Is the Basic Abstraction of Service Science

Artifact-centered operational modeling: lessons from customer engagements

End-to-end business process solution creation