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Service Strategizing—Shaping Service in Dynamic Contexts

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The Palgrave Handbook of Service Management

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Abstract

We elaborate the idea that individual actor’s mental models in use are significant and need to be recognized in service management theorizing and practice. In increasingly dynamic business contexts, mental models of service value creation are challenged and the capability to update them becomes critical. We outline a conceptual framework depicting continuous strategy work in dynamic contexts, labeled service strategizing, where doing, observing, and thinking represent embodiments of mental models. We propose that updating a mental model happens by reflection. The new perspective on service management offers opportunities for further service research and ideas for improvement in service practice.

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Author information

Authors and Affiliations

  1. Department of Marketing, Hanken School of Economics, Helsinki, Finland

    Tore Strandvik & Maria Holmlund-Rytkönen

  2. Department of Industrial Engineering and Management, Aalto University, Helsinki, Finland

    Ilkka Lähteenmäki

Authors
  1. Tore Strandvik
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  2. Maria Holmlund-Rytkönen
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  3. Ilkka Lähteenmäki
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Corresponding author

Correspondence to Tore Strandvik .

Editor information

Editors and Affiliations

  1. CTF, Service Research Center, Karlstad University, Karlstad, Sweden

    Bo Edvardsson  & Bård Tronvoll  & 

  2. Inland Norway University of Applied Sciences, Elverum, Norway

    Bård Tronvoll

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Strandvik, T., Holmlund-Rytkönen, M., Lähteenmäki, I. (2022). Service Strategizing—Shaping Service in Dynamic Contexts. In: Edvardsson, B., Tronvoll, B. (eds) The Palgrave Handbook of Service Management. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-91828-6_9

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