Traditional thinking is address management or service provider, or customer specific competencies and competitive advantage in innovative services. It is short-sighted in the extreme, creating value should be based on recognizing the interests and expertise of both parties. This article examines the life of innovative ICT strategies in terms of the resource-based view of the firm and management competencies involved. First, the characteristics of the three main types of service innovation (created the service, additional services innovation and radical innovation services) are, as it can be proven, require a different approach of creating value. Second, the matrix of service strategy built illustrating client-oriented provider of managed and cooperative strategies of innovative services. The article provides a recipe to control the co-creation modes, with guidance on how to succeed through collaboration and culture, as well as relevant business models. "Hide
by Christian Moeller, Risto Rajala, Mika Westerlund Source: California Management Review 19 pages. Publication Date: 01 May 2008. Prod. #: CMR395-PDF-ENG
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