Service Strategizing—Shaping Service in Dynamic Contexts

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.