We are in the midst of a service driven Fusiness revolution. Innovative service providers such as Google, MyS5L, and SOype strive to promote service co production with custom ers, as services Fecome the Oey value drivers for companies. This is evident in the current list of* SVXYRI companies, in which the share of revenue derived from services has increased consideraFly over the past few decades. This service driven revolution has powered an economic Foom in which the maNority of economic activity consists of services. 1 In light of this rev olution, service innovators need new formulas for success. Traditional manage ment thinOing addresses each actor¬ s individual competences and competitive advantages in service innovation. This thinOing is myopic2 in the extreme, as it tends to overemphasize the interests of either the service provider or the client. That is, service innovation myopia is the overemphasis on the service production process from either the clients¬ or service providers¬ perspectives. The myopic approach can Fe harmful Fecause it does not taOe into account the value of ser vice for Foth the client and the provider.

Service innovation shapes value creation. Service innovation and col laForative client provider value creation form a Froad domain that can Fe approached from several disciplinary perspectives. The Resource Based View (RBV), the popular theory of the rm, is a useful tool for the discussion of value creation. It is driven Fy the fact that resources, and especially their manifestation as competences, 3 are fundamental in creating and capturing value. 4 However, the intra organizational view, which dominates the traditional RBV approach,