Showing papers on "Service-dominant logic published in 2010"

Service, value networks and learning

Abstract: Both supply chain management (SCM) and marketing in general have been moving from models and purposes narrowly focused on goods to more general models and purposes associated with partnerships, value networks, service provision, and value creation. Some of this movement has been captured in what has become known as service–dominant (S–D) logic. This article applies S–D logic to thinking about SCM in terms of service provision, in which goods are seen as service distribution or provisioning mechanisms, explores and elaborates on the concept of a value network, and develops a model of the firm as an essential service provisioning agent in a complex and adaptive value network. Research and managerial opportunities are also explored.

Not always co‐creation: introducing interactional co‐destruction of value in service‐dominant logic

Abstract: – Noting that a fundamental tenet of service‐dominant (S‐D) logic is the co‐creation of value‐in‐use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co‐create value, but also have adverse consequences leading to actual value co‐destruction., – This conceptual paper critically reviews the dominance of value co‐creation and value‐in‐use in S‐D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co‐destruction as a new concept which should be introduced within the framework of S‐D logic., – The study proposes a formal definition for the new proposed concept of value co‐destruction. It describes in detail the process by which it occurs, showing that value can be co‐destroyed through the interactions between different systems, resulting in value destruction‐through‐misuse. Indeed, value co‐destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner., – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value‐co‐destruction is required. Possible avenues of interest for such empirical research of value co‐destruction are suggested., – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co‐destruction. Recovering from misuse should also be considered., – This study is apparently the first to have introduced the notion of value co‐destruction into the conceptual framework of S‐D logic.

Not always co-creation: introducing interactional co-destruction of value in service-dominant logic

Abstract: – Noting that a fundamental tenet of service‐dominant (S‐D) logic is the co‐creation of value‐in‐use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co‐create value, but also have adverse consequences leading to actual value co‐destruction., – This conceptual paper critically reviews the dominance of value co‐creation and value‐in‐use in S‐D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co‐destruction as a new concept which should be introduced within the framework of S‐D logic., – The study proposes a formal definition for the new proposed concept of value co‐destruction. It describes in detail the process by which it occurs, showing that value can be co‐destroyed through the interactions between different systems, resulting in value destruction‐through‐misuse. Indeed, value co‐destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner., – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value‐co‐destruction is required. Possible avenues of interest for such empirical research of value co‐destruction are suggested., – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co‐destruction. Recovering from misuse should also be considered., – This study is apparently the first to have introduced the notion of value co‐destruction into the conceptual framework of S‐D logic.

Smart Service Systems and Viable Service Systems: Applying Systems Theory to Service Science

Abstract: The objective of this paper is to review recent developments in service theory and systems theory with a view to identifying common features between the two. In particular, the study explores the issue of whether so-called ‘smart service systems’ can be understood in terms of the ‘viable systems approach’ of systems theory. The paper begins with a review of recent developments in service theory by examining the fundamental principles of service-dominant logic (S-D logic) and service science (SS). The similarities and differences of the two are explored, with particular emphasis on the common feature of the service system. The study then moves to the realm of systems theory by exploring the main proposals of the viable systems approach (VSA), which is an interdisciplinary systems theory that includes elements derived from resource-based theory, biology, sociology, and mechanics. The paper then draws together service theory and systems theory by examining whether ‘smart service systems’ can be best understood in terms of ‘viable service systems’. The most important finding of the study is that the VSA provides valuable insights into the design and management of smart service systems, especially with regard to harmonisation, systems governance, and successful value co-creation processes.

Smart Service Systems and Viable Service Systems: Applying Systems Theory to Service Science

Abstract: The objective of this paper is to review recent developments in service theory and systems theory with a view to identifying common features between the two. In particular, the study explores the issue of whether so-called 'smart service systems' can be understood in terms of the 'viable systems approach' of systems theory. The paper begins with a review of recent developments in service theory by examining the fundamental principles of service-dominant logic S-D logic and service science SS. The similarities and differences of the two are explored, with particular emphasis on the common feature of the service system. The study then moves to the realm of systems theory by exploring the main proposals of the viable systems approach VSA, which is an interdisciplinary systems theory that includes elements derived from resource-based theory, biology, sociology, and mechanics. The paper then draws together service theory and systems theory by examining whether 'smart service systems' can be best understood in terms of 'viable service systems.' The most important finding of the study is that the VSA provides valuable insights into the design and management of smart service systems, especially with regard to harmonisation, systems governance, and successful value co-creation processes. [Service Science, ISSN 2164-3962 print, ISSN 2164-3970 online, was published by Services Science Global SSG from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

From Repeat Patronage to Value Co-creation in Service Ecosystems: A Transcending Conceptualization of Relationship

Abstract: This article anchors a special issue on a service-dominant logic perspective on relationship, stemming from a special session at the 9th International Conference on Relationship Marketing in Berlin in 2009. It also proposes and elaborates a service-dominant-logic-based, transcending conceptualization of relationship that was the basis for that special session and links it to a model of service ecosystems through which value creation can be better understood and, thus, businesses can be better informed.

Transitioning from service management to service‐dominant logic: Observations and recommendations

Abstract: Purpose – The purpose of this paper is to reflect on actions and obstacles in the conceptual transition from mainstream service management (1970‐2000s) to a new approach synthesized in service‐dominant (S‐D) logic (2000s).Design/methodology/approach – The paper takes the form of a review of approaches to service in the literature, education, and practice in management disciplines and economics.Findings – S‐D logic has triggered considerable interest in the global academic community. Its ten foundational premises (FPs) hold that service(s) and the roles of suppliers/customers be reconceptualized on a higher level of relevance and generalization. The new logic is not final but – to use its own terminology – is a value proposition that opens up for co‐created theory improvements.Research limitations/implications – To transition from a goods/services divide to a goods/service union, the platform for future service research requires the superordination of mainstream service management by a new language and lex...

Co‐creating logistics value: a service‐dominant logic perspective

Abstract: Purpose – The purpose of this study is to explore logistics service value through the theoretical lens of service‐dominant (S‐D) logic with a focus on the creation of logistics value jointly by the provider and the customer.Design/methodology/approach – A cross‐disciplinary literature review including supply chain management, logistics, marketing, and strategy is conducted to integrate existing knowledge on value of service and antecedents and consequences of value creation in a process framework for co‐creation of value in a logistics context. This framework is grounded in the S‐D logic perspective and supported by transaction cost analysis (TCA), resource‐based view (RBV) and knowledge‐based view (KBV) of the firm.Findings – The process of co‐creation of value in a logistics context has three phases: learning, innovation and execution, and outcomes. These phases and their key elements are integrated into a comprehensive framework of co‐creation of logistics service value. A total of 12 propositions are ...

Advancing Service Science with Service-Dominant Logic

Abstract: Service Science is an interdisciplinary effort to understand how service systems interact and co-create value. Service-dominant (S-D) logic is an alternative perspective to the traditional, goods-dominant (G-D) logic paradigm, which has been recognized as a potential theoretical foundation on which a science of service can be developed. While there are efforts to support and develop an S-D-logic-grounded service science, the paradigmatic power of G-D logic remains strong. This is evidenced by several recurring misconceptions about S-D logic and its application in service science. This chapter aims to guide the advancement of an S-D-logic-grounded service science by clarifying several misconstruals associated with S-D logic and moving forward with the formalization of key concepts associated with S-D logic and service science.

Practices as Markets: Value Co-Creation in E-Invoicing:

Abstract: This article proposes that a practice-based approach, accompanied by ethnographic methods, contributes to S-D logic by enriching our understanding of how resources are integrated, how value is form...

Evolving a theory of performance-based logistics using insights from service dominant logic

Abstract: Performance-based logistics (PBL) represents a strategy for sustaining complex systems following production. Despite several implementations, limited understanding exists regarding PBL and its implications. Research using grounded theory emerged a theoretical framework for PBL. Service dominant logic (SDL) is introduced as a theoretical lens for interpreting the results and understanding how trading partners achieve performance-based outcomes.

Linking the Viable System and Many-to-Many Network Approaches to Service Dominant Logic and Service Science

Abstract: The purpose of this paper is to combine service science (service science, management and engineering, and SSME) and service dominant (S-D) logic contributions with the network and systems-based theories of many-to-many marketing proposed by Gummesson and the viable system approach (VSA), proposed by Italian researchers and highly diffused in Italy during the 2000s. This paper is a conceptual analysis based on recent developments in service science, S-D logic and network/systems theory. Being grounded in network theory, systems thinking and value co-creation, many-to-many marketing is found to be particularly supportive to both service science and S-D logic. It is also found that VSA, being broad, interdisciplinary and based on systems theory and resource-based theory, and with strong influences from biology, sociology and mechanics, is a key to the interpretation of complex phenomena. Both many-to-many and VSA embrace the whole and the general while still considering the detail and its contextual dependency. Both theories are highly suitable for analysing and designing service systems. The paper helps practitioners to better manage service and to enable efficient behaviour within multiple contexts with multiple actors and optimising inter-systemic relations.

What does a service-dominant logic really mean for manufacturing firms?

Abstract: In parallel with the product-to-service transition in the manufacturing industries, service-dominant logic has emerged as arguably the most challenging recent scholarly marketing debate. The objectives of this work are: (1) to delineate the distinct differences between a product-to-service transition and a transition from a goods-dominant to a service-dominant logic, (2) to discuss what these transitions mean for industry and academia, and (3) to suggest a revised definition of industrial product/service systems (IPS2) more in line with service-dominant logic. A transition to service-dominant logic implies much more than an increased emphasis on services; it implies a reframing of the purpose of the firm and its role in value co-creation.

Linking the viable system and many‐to‐many network approaches to service‐dominant logic and service science

Abstract: Purpose – The purpose of this paper is to combine service science (service science, management and engineering, and SSME) and service dominant (S‐D) logic contributions with the network and systems‐based theories of many‐to‐many marketing proposed by Gummesson and the viable system approach (VSA), proposed by Italian researchers and highly diffused in Italy during the 2000s.Design/methodology/approach – This paper is a conceptual analysis based on recent developments in service science, S‐D logic and network/systems theory.Findings – Being grounded in network theory, systems thinking and value co‐creation, many‐to‐many marketing is found to be particularly supportive to both service science and S‐D logic. It is also found that VSA, being broad, interdisciplinary and based on systems theory and resource‐based theory, and with strong influences from biology, sociology and mechanics, is a key to the interpretation of complex phenomena. Both many‐to‐many and VSA embrace the whole and the general while still c...

Revisiting “Where Does the Customer Fit in a Service Operation?”

Abstract: In 1978 I asserted that a “rational approach to the rationalization” of services requires first of all a classification system that sets one service activity system apart from another (Chase 1978). The classification I developed came about from an effort to derive a business classification scheme and was predicated on the extent of customer contact with the service system and its personnel during the service delivery process. Based upon open systems theory, I proposed that the less direct contact the customer has with the service system, the greater the potential of the system to operate at peak efficiency. And, conversely, where the direct customer contact is high, the less potential exists to achieve high levels of efficiency. In this chapter I will review the contact approach as it was discussed in the article and offer some suggestions for its future development.

Ontology of collaborative manufacturing: Alignment of service-oriented framework with service-dominant logic

Abstract: The transformation from a goods-based economy to a services-based economy suggests that firms need to redirect the production and marketing strategy that they have adopted for manufactured goods. A fundamental shift in worldview from goods-dominant (G-D) logic to service-dominant (S-D) logic has been proposed to match the analogous shift in the economy. At the same time, service computing is one of the new information technology (IT) paradigms that is transforming the way corporations organize their information resources. Because of the differences and relationships between service computing and service management, the different role of service computing technologies and service-oriented management logic deserves attentions. In this paper, we first discuss the relationship between service-oriented architecture and service-dominant logic based on strategic alignment model. Then, we propose an ontology of service-oriented collaborative manufacturing to organize the concepts and knowledge on a fit between service-oriented architecture and service-dominant logic. This ontology provides an understanding of the collaborative manufacturing domain from a service orientation perspective, which is important for successful Business-IT alignment. Furthermore, this ontology will increase the level of automation in service discovery, invocation, composition and interoperation. A case study based on a customized bicycle buying scenario is used to provide a preliminary validation and design evaluation of this ontology. The case study shows the improvement and benefit of our approach, which can lead to promising new business opportunities.

Relational Norms in Interfirm Exchanges: From Transactional Cost Economics to the Service-Dominant Logic

Abstract: Purpose: This article investigates the implication and importance of the service-dominant (S-D) logic to the increasingly relevant study and practice of Interorganizational relational exchange. It points out that relational exchange theory (norms) is an earlier reflection of the S-D logic. Recognizing a need for the transactional cost economics (TCE) framework to address bilateral or hybrid types of exchanges, marketing channel researchers have for over twenty years incorporated relational exchange theory (RET) and TCE to investigate problems of formal contract, environmental uncertainty, power/dependency, and opportunism. However, some theoreticians view relational modes of exchange to be broader in scope than that studied within TCE. We propose a conceptual framework that incorporates TCE constructs with S-D logic principles in order to provide a rich contemporary guide for future relational exchange research and practice. Methodology/Approach: We first expose the essential elements of the S-D logic and...

Corporate social responsibility for sustainable service dominant logic

Abstract: This is a summary of the author’s PhD Thesis, supervised by Professor Bo Enquist, and defended on April 28, 2010 at Service Research Centre -CTF- of the Karlstad University This thesis examines how social responsibility and customers’ value-creation influence the overall service quality of companies in developing a sustainable service business It finds its stimulation from the research in sustainable development – corporate social responsibility (CSR), service research and quality management The thesis amalgamates sustainability thinking and the service dominant logic Adding Service- Dominant Logic (S-D logic) and Value creation have expanded the values based approach of corporate social responsibility Adding CSR to S-D logic and value co-creation have expanded the management thinking and have a capacity to inspire the prevailing Business practice and service quality (SQ) improvement This thesis is a compilation of five different papers that follow an interpretative case study approach

Exploring Customer Value Formation: A Customer Dominant Logic Perspective

Abstract: This paper extends current discussions about value creation and proposes a customer dominant value perspective. A customer-dominant marketing logic positions the customer in the center, rather than the service provider/producer or the interaction or the system. The focus is shifted from the company´s service processes involving the customer, to the customer´s multi-contextual value formation, involving the company. It is argued that value is not always an active process of creation; instead value is embedded and formed in the highly dynamic and multi-contextual reality and life of the customer. This leads to a need to look beyond the current line of visibility where visible customer-company interactions are focused to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer´s life. The aim of this paper is to explore value formation from a customer dominant logic perspective. This is done in three steps: first, value formation is contrasted to earlier views on the company’s role in value creation by using a broad ontologically driven framework discussing what, how, when, where and who. Next, implications of the proposed characteristics of value formation compared to earlier approaches are put forward. Finally, some tentative suggestions of how this perspective would affect marketing in service companies are presented. As value formation in a CDL perspective has a different focus and scope than earlier views on value it leads to posing questions about the customer that reveals earlier hidden aspects of the role of a service for the customer. This insight might be used in service development and innovation.

Typology of Service Innovation from Service-Dominant Logic Perspective.

Abstract: This study provides a conceptual framework with respect to service innovation, especially from a service-dominant logic (S-D logic) perspective. Even though innovation has been discussed as one of the most critical elements in enhancing the competitiveness of service industry, it was not clear how service innovation should be different from diverse types of existing innovation. The S-D logic provides a novel and valuable theoretical perspective that unifies the conventional literature on innovation. According to this new logic, four types of service innovation are presented based on two dimensions: the degree of co-creation and the degree of networked collaboration. We argue that service innovation can arise by the activity of value co-creation between firm and customer on the first dimension. On the second dimension, the firm needs to enhance their own capabilities for service innovation by applying the resources of all actors including suppliers and customers. Our framework indicates that it is critical for productive service innovation to make customers participate in value creation process and to integrate the dispersed resources held by participants. Examples are discussed with respect to different types of services innovation.

Service Systems and Service-Dominant Logic: Partners or Distant Cousins?

Abstract: This article explores potential relationships between service systems (S. Alter, 2008b) and S. L. Vargo and R. F. Lusch's (2004) service-dominant logic (S-D logic). Both approaches explicate fundamental ideas but at different levels of analysis and for different purposes. S-D logic characterizes intersections between marketing and economics, whereas service system frameworks and concepts were developed to help business and information technology professionals understand, analyze, implement, and improve service systems in organizations. The service system lens illuminates many system-related areas to which S-D logic might apply; it ignores other topics concerning markets. Concepts in S-D logic related to customers, services, and economic exchange might enrich service system analysis. Overlaps and synergies might lead to insights into both approaches.

The Evolving Dynamics of Service Co-Creation in a Viable Systems Perspective

Abstract: In today’s competitive arena, competent responsible decision-makers have a core role in monitoring environmental needs, trends and expectations and dealing with interactive relationships in the wider service ecosystem. As there has been a shift in perspective from products to services, new research agendas focus on encouraging and guiding managers towards an appropriate approach to service systems Our paper – combining both a traditional analytical approach (focus on the parts) and holistic approach (focus on the whole) – privileges a relational perspective and suggests an innovative methodology whereby system dynamics prevail over structural components in order to analyze service systems for value co-creation. In line with the aims of the present study, we argue that VSA is a coherent approach justifying the logical shift in the pathway from a Service Dominant Logic (SDL) to Service Science (SS) and culminating in a process of General Systems Theory (GST). This framework illustrates how value is co-created through interaction. In substance, our paper explains how the dynamics of service co-creation evolves by means of an approach grounded on a series of postulates inherent to VSA, SS and SDL. In this respect, the structure and system dichotomy clarifies the statics and dynamics relative to products and services respectively.

Service-Dominant Logic: Marketing Research Implications and Opportunities

Abstract: According to the foundational premises of the service-dominant logic of marketing, in determining their experiences, customers use and integrate their (operant) resources to co-create value. This paper considers the potential, for marketing and consumer research, of recognising customer resources and integrating them into the research process. Three approaches are described – consumer (blank page) diaries; multiple customer introspections; customer critics – in order to evaluate the potential. Practical issues involved with treating customers and students as partners in the research process are raised.

The Evolving Dynamics of Service Co-Creation in a Viable Systems Perspective

Abstract: In today’s competitive arena, competent responsible decision-makers have a core role in monitoring environmental needs, trends and expectations and dealing with interactive relationships in the wider service ecosystem. As there has been a shift in perspective from products to services, new research agendas focus on encouraging and guiding managers towards an appropriate approach to service systems. Our paper – combining both a traditional analytical approach (focus on the parts) and holistic approach (focus on the whole) – privileges a relational perspective and suggests an innovative methodology whereby system dynamics prevail over structural components in order to analyze service systems for value co-creation.In line with the aims of the present study, we argue that VSA is a coherent approach justifying the logical shift in the pathway from a Service Dominant Logic (SDL) to Service Science (SS) and culminating in a process of General Systems Theory (GST). This framework illustrates how value is co-created through interaction. In substance, our paper explains how the dynamics of service co-creation evolves by means of an approach grounded on a series of postulates inherent to VSA, SS and SDL. In this respect, the structure and system dichotomy clarifies the statics and dynamics relative to products and services respectively.

“Relationship” in Transition: An Introduction to the Special Issue on Relationship and Service-Dominant Logic

Abstract: on relationship and service-dominant (S-d) logic (Vargo and lusch 2004, 2008a). this special issue grew out of a double special session on the same topic at the 9th Conference on relationship Marketing, sponsored by the relationship Marketing Special interest Group of the american Marketing association and held in Berlin in 2009. the special session was motivated by our contention that many mainstream marketing terms take on different meanings when viewed from an S-d logic perspective rather than a goods-domi-nant (G-d) logic perspective. We thank Michael Kleinaltenkamp, Professor of Marketing at the Freie Universitat Berlin, host for the conference and editor of this journal, for his interest in making the topic a plenary presentation and discussion focus, as well as the focus of this special issue.the most obvious and critical of these conceptual transitions is found in the meaning of “service(s),” which in S-d logic becomes the

System Thinking for Service Research Advances

Abstract: The forum, held in the island of Capri, Italy, has addressed intriguing issues such as complexity, system thinking, human behavior, viability, service systems, and in particular was based upon Service Science, Service Dominant logic and network theories. These topics represented the forum pillars since they constitute an attempt in proposing new marketing and management theories in line with the evolution of economic contexts, cultural and behavioral change of customers, globalization of systems and competition, information and communication technology with the Internet and web service, and other changes. The three themes are interdependent, integrative one to each other. In fact S-D logic dissolves the divides between goods/services and supplier/customer into co-created service and value. It forms a philosophy for the service science project and its applications in education, theory, and practice in its effort to create hassle-free, innovative service systems. Network theory is a systemic way of thinking and a methodology to go beyond fragmented research in marketing addressing complexity and context with direct application on service systems. Service-Dominant (S-D) logic presents its message through ten foundational premises. In brief, these premises put the following concepts to the fore: service is the fundamental basis of exchange. Note that it is “service” and not “services” as opposed to goods; goods are merely distribution mechanisms of service. Operant resources are those which do something to something. Both businesses and customers are operant resources meaning that they both act as opposed to the mainstream marketing idea that suppliers do things to customers who just react. The customer is always a co-creator of value. A supplier can only offer a value proposition on the market; the value actualization is performed by users in an idiosyncratic and contextual way. The network aspect is implicit through the statement that all social and economic actors are resource integrators, implying that value creation takes place through interaction in complex networks. S-D logic is based on international findings and openness to continuous improvements and creative developments. Service Science, Management, Engineering and Design (SSMED), usually just referred to as Service Science, is a global development program run by IBM together with universities. It is a call for academia, industry, and governments to become more systematic about service performance and innovation. Further, it is a proposed academic discipline and research area that would complement – rather than replace – the many disciplines that contribute to knowledge about service. We can note how S-D logic and SSMED are extremely interconnected with S-D logic that may be intended as the philosophical foundation of SSMED. The ultimate goal of service science, in fact, is to apply scientific knowledge on the design and improvements of service systems for business and societal purposes (such as efficiency, effectiveness and sustainability). The concern is that we do not master seamless and reliable service systems at a time when systems are becoming increasingly complex and global, making us increasingly vulnerable to systems sluggishness and failure. Every service system is both a provider and client of service that is connected by value propositions in value chains, value networks, or value-creating systems. Read more on service science on Google but stick to entries from the past six months; the program is developing fast and older entries may be misleading. Network Theory is both a way of thinking in relationships and interaction and a methodology to address complexity and context. It can be used with different degrees of sophistication: as a basis for verbal treatise (discussion or text), graphics (from sketches of nodes and links to computer generated diagrams), or mathematical applications. Network theory is a systems approach which in marketing has mainly been applied to

The Relationship Marketing View of the Customer and the Service Dominant Logic Perspective

Abstract: Based on the concept of service-dominant logic as the emerging organizing logic of marketing that would replace the traditional goods-dominant view, Vargo and Lusch (2004) originally proposed that among several other approaches to research and marketing practice that had emerged, relationship marketing would be subsumed by this broader view More recently, however, Vargo (2009) suggested that because relationship marketing focuses on increasing the series of on-going transactions with a customer, coupled with the goal of enhancing their long-term patronage, that relationship marketing extends the goods-dominant perspective, rather than transcending into the service-dominant logic This article counters that the relationship marketing view of the customer has already transcended the goods-dominant view to the to service-dominant view based on the way that customers are brought into the relationship as active participants in the service creation, and act as “co-producers” of value To address the apparent goods-dominant approach in two widely used relationship marketing practices and measures, customer relationship management and customer lifetime value, this article proposes that these tools can be used from a goods-dominant view, but they can also serve as essential steps towards the practice of relationship marketing from the service-dominant logic

A Conceptual Model of Service Exchange in Service-Dominant Logic

Abstract: The service system is the basic abstraction of Service Science. This paper proposes the Resource-Service-System model as a conceptual model of service systems interacting in service exchanges, assuming a service-dominant logic economic worldview. The paper explains how the model was developed starting from the Resource-Event-Agent business model ontology, taking into account insights gained from studying Service Science literature and existing service ontologies. The paper also explains how different model views can contribute to study various aspects of service systems and exchanges.