The Palgrave Handbook of Service Management -- Acknowledgements -- Praise for The Palgrave Handbook of Service Management -- Contents -- List of Figures -- List of Tables -- List of Exhibits -- Notes on Contributors -- Part I: Perspectives on Service Management -- Overview of the Book -- 1 Part I: Perspectives on Service Management -- 2 Part II: Service Strategy -- 3 Part III: Service Leadership and Transition -- 4 Part IV: Service Design and Innovation -- 5 Part V: Service Interaction, Quality, and Operation -- 6 Part VI: Service Technology -- References -- Defining and Framing Service Management -- 1 Introduction -- 2 Framing Service Management -- Framing the Discipline -- Framing the Concept -- 3 Shifts in the Service Management Perspective -- References -- Service Management: Evolution, Current Challenges, and Opportunities -- 1 Introduction -- 2 Evolution of Service Management -- 3 Service Management Challenges and Opportunities -- 4 Service as a Perspective on Value Creation in Ecosystems -- 5 Platforms as Part of the Ecosystem: New Opportunities to Manage Service -- References -- Service Management: Scope, Challenges, and Future Developments -- 1 Introduction -- 2 The Various Perspectives of Service and Service Management -- Service Management as Creating Outputs of Service Industries -- Service Management as Designing and Steering Service Processes -- Service Management as Getting Access to Resources -- Service Management as Enabling and Realizing Value Creation Through Service -- 3 Coordination of Actors and Activities as the Core of Service Management -- 4 Opportunities and Challenges of Simplified and Cost-Efficient Coordination of Service -- Effects on Resource Utilization -- Alternatives of Future Structures of Resource Ownership -- Opportunities and Challenges of New Forms of Rights Assurance and Rights Transfer.

Opportunities and Challenges of Reducing (Personnel) Costs Through the Use of New Technologies -- Opportunities and Challenges of New Service Offerings Through Data Usage -- Opportunities and Challenges of Future Service Offerings Linked to Data Usage -- 5 Conclusion -- References -- Is Service Management Experiencing a Change of Era? -- 1 Change of Era or Era of Changes? -- 2 The Role of Axis of Tensions, in the Evolution of Humanity -- 3 Is COVID-19 the Cause of this Change of Era? -- 4 Future Path -- References -- Service-Dominant Logic and Service Management 4.0 -- 1 Introduction -- 2 S-D Logic-An Evolving Perspective for Service Management -- The Customer Is Always a Cocreator of Value -- Value Is Always Experiential -- Institutions and Institutional Arrangements Coordinate Value Cocreation -- 3 S-D Logic Informed Strategies and Methods for Contemporary Service Management -- Cocreation and Engagement Strategies -- Service Ecosystem Design and Innovation Strategies -- Methods for Service Design -- 4 S-D Logic Informed Service Management 4.0 -- From Industry 4.0 to Service Management 4.0 -- Human-Centered Technologies in Service -- Smart (Cyber-Physical) Service Ecosystems -- Inclusive Service for Inclusive Growth -- Nature-Positive Service Ecosystems -- 5 Conclusion -- References -- Adapting Service Management for the Sharing Economy -- 1 Introduction -- 2 Resources and Co-creation in Dyads Versus Triads -- 3 Service Management Models for the Sharing Economy -- Strategy: The Sharing Economy Pentagon -- Network Effects, Positioning and Competitive Advantages in the Sharing Economy -- Pricing and Managing Capacity in the Sharing Economy -- People Management in the Sharing Economy -- Process Management in the Sharing Economy -- 4 Conclusion: Sharing Economy and Other Service Sectors -- References -- Part II: Service Strategy.

Service Management Strategic Mindsets: That Create Positive Customer and Employee Experiences -- 1 Overview of the Four Mindsets -- A "Service Is Still All About People" Mindset -- A "Service Climate" Mindset -- A "Coordination" Mindset -- A "High-Performing Customers as Competitive Advantage" Mindset -- The Goal of the Four Mindsets: Positive Customer and Employee Experiences -- 2 Elaborating the Four Strategic Mindsets -- A "Service Is Still All About People" Mindset -- A "Service Climate" Mindset -- A "Coordination" Mindset -- A "High-Performing Customers as Competitive Advantage" Mindset -- 3 Positive Employee and Customer Experiences -- EXs-CXs Reciprocal Effects and the Success Spiral with People -- A Closing Reflection: Strategic Mindsets as an Organizational Effectiveness Perspective -- References -- Service Strategizing-Shaping Service in Dynamic Contexts -- 1 Introduction -- 2 Business Dynamism Impacting the Company -- 3 Strategic Theorizing in Practice -- 4 Framing the Dynamics of Service Management-A Service Dynamics Mindset -- 5 Service Strategizing -- 6 The Emerging Future of Service Management -- How Does a Manager's Mental Model of Service Value Creation Change? -- The diversity of mental models of service value creation -- The Relevance and Adequacy of the Mental Model of Service Value Creation -- References -- Servitization: A State-of-the-Art Overview and Future Directions -- 1 Introduction -- 2 A Brief History of Servitization -- 3 Key Concepts and Dimensions -- 4 Key Drivers of Servitization -- 5 Overview of Servitization Research -- Service Offerings -- Strategy and Structure -- Motivations and Performance -- Resources and Capabilities -- Service Development, Sales, and Delivery -- 6 Servitization in a Digital Economy: Future Directions -- Platform-Based Business Models Driving Service Growth.

Fast-Paced Growth of Recurring Service Revenue Models -- Shift from Frontline-Heavy Field Service to Back Office-Heavy Software-Based Services -- Focus on Sustainability, Circular Economy Business Models, and Sharing Economy -- Servitization and Organizational Change: The Growing Role of Customer Success -- Bright Future? Servitization in a Post-COVID-19 World -- References -- Servitization and the Necessity of Becoming Ambidextrous: A 12-Year Longitudinal Study -- 1 Introduction -- 2 Method -- 3 The Focal Company "AIR" and the Aviation Sector -- Specialization: Three Components (1996-1997) -- Understanding Customer Value (1997-2001) -- Shock and Survival (September 11, 2001) -- Overall Solutions: Develop, Produce, and Support (DPS) (2004) -- The Beginning of a New Era: GEnx (2005-) -- 4 Analysis -- Challenges for Organizing -- The Need to Become Creative and Innovative -- The Need to Obtain New Knowledge -- Intra-collaboration and Coordination -- Changes in the Business Mindset -- Multiple Business Logics -- New Logic for Intellectual Property Rights (IPR) -- Technology Implications of Service Perspective -- 5 Concluding Discussion -- Servitization as a Fundamental Process of Change, Learning, and Gambling -- The Necessity of Ambidexterity -- Is Servitization Important? -- References -- How Contemporary Scholarship Addresses Service Management Practices -- 1 Introduction -- 2 Humanizing the Service Experience -- What Is the Topic and Why Is it Important to Managers? -- What Are Some Key Contributions from Scholarship? -- 3 Contingent Work and Workers -- What Is the Topic and Why Is it Important to Managers? -- What Are Some Key Contributions from Scholarship? -- 4 From Customer Service to Customer Experience -- What Is the Topic and Why Is it Important to Managers? -- What Are Some Key Contributions from Scholarship?.

5 Managing Diverse Customer Resources in the Co-production of a Service Experience -- What Is the Topic and Why Is it Important to Managers? -- What Are Some Key Contributions from Scholarship? -- 6 Conclusion to Chapter -- References -- Contract Innovation: Driving Scale and Scope of Nonownership Value Propositions-Chapter Description -- 1 Chapter Description -- 2 Introduction: The Role of Contract Innovation in Driving the Growth of Service Businesses -- 3 The Drivers of Contract Innovations -- The Architecture of Contract Innovations -- Contract Design Innovations and Client-Driven Learning -- Contract Technology Innovation -- Contracting Infrastructure Innovations -- The Evolution of the Global Communication Infrastructure Building on the Internet -- Information Interfaces Furnishing Contract Innovation: The Example of Application Program Interfaces -- The Social Dimension of Infrastructure Innovations: Service Ecosystems -- 4 Discussion -- Implications for Research: The Case for a Service-Systems Perspective -- Implications for Management -- 5 Conclusion -- References -- Managing the Exclusivity of Luxury Service Experiences -- 1 Introduction -- 2 What Do We Mean by Luxury Services? -- 3 Why Is the Hedonic Escapism of Luxury Services so Important? -- Hedonic Adaptation -- 4 Exclusivity in Luxury Services -- Monetary Exclusivity -- Social Exclusivity -- Hedonic Exclusivity -- Artificially Constructed Exclusivity -- 5 Summary and Discussion -- References -- The Transformative Role of Resource Integration in Shaping a New Service Ecosystem -- 1 Introduction -- 2 Value Co-creation from the Service Perspective -- Value as a Multidimensional Concept -- Social and Economic Actors: Who Co-creates Value? -- 3 The RI Process -- RI Phases -- Matching -- Resourcing -- Valuing -- RI Enabler: Institutions and Institutional Arrangements.

4 Value Co-creation in a Service Ecosystem.