价值、多样性与可行性：在直接与间接（商品）服务价值主张的复杂系统中设计共创
Value, Variety and Viability: Designing For Co-creation in a Complex System of Direct and Indirect (goods) Service Value Proposition
AI总结：
本文通过纵向案例研究，分析B2B设备型复杂服务系统中客户共创活动，提出企业通过直接服务提供实现可扩展性与可复制性、间接服务提供吸收多样性与共创情感价值，并设计直接与间接服务以增强客户可扩展性与吸收资源，从而应对价值本质、情境多样性和企业历史可行性带来的威胁。
摘要：
尽管服务主导逻辑提出“所有商品都是服务提供的分配机制”（FP3），但需要理解企业何时以及为何利用直接或间接（商品）服务提供，以及它们之间的相互作用，以与客户共同创造价值。本文分析了三个基于B2B设备的“复杂服务”系统的纵向案例研究，以了解客户的共创活动如何实现成果。我们发现，价值的本质、情境多样性的程度以及企业的历史可行性构成了可行性威胁。为应对这些威胁，企业采用（a）直接服务提供以实现可扩展性和可复制性，（b）间接服务提供以吸收多样性和共创情感价值与客户体验，以及（c）设计直接和间接提供以增强客户的可扩展性和吸收资源。复杂多维价值的共创可以通过企业的不同价值主张实现。本研究提出了一种以价值为中心的理解方式，用于在企业价值主张设计中直接与间接服务提供之间的相互作用，并提出了一种可行的系统方法以重组企业。该研究为管理者提供了一种理解企业在共创价值中有效性（而非效率）的途径，这是复杂社会技术系统设计中的一个主要问题。商品通常在工程和产品设计领域内设计，往往将人类活动置于设备的辅助角色。通过服务主导逻辑的视角，本研究将设备与人类活动的设计置于平等地位，以与客户共同创造价值，并在将所有活动平等考虑时，得出了关于何时应重新设计直接提供（商品）的有趣结果。
英文摘要：
While service-dominant logic proposes that all "Goods are a distribution mechanism for service provision" (FP3), there is a need to understand when and why a firm would utilise direct or indirect (goods) service provision, and the interactions between them, to co-create value with the customer. Three longitudinal case studies in B2B equipment-based 'complex service' systems were analysed to gain an understanding of customers' co-creation activities to achieve outcomes. We found the nature of value, degree of contextual variety and the firm's legacy viability to be viability threats. To counter this, the firm uses (a) Direct Service Provision for Scalability and Replicability, (b) Indirect Service Provision for variety absorption and co-creating emotional value and customer experience and (c) designing direct and indirect provision for Scalability and Absorptive Resources of the customer. The co-creation of complex multidimensional value could be delivered through different value propositions of the firm. The research proposes a value-centric way of understanding the interactions between direct and indirect service provision in the design of the firm's value proposition and proposes a viable systems approach towards reorganising the firm. The study provides a way for managers to understand the effectiveness (rather than efficiency) of the firm in co-creating value as a major issue in the design of complex socio-technical systems. Goods are often designed within the domain of engineering and product design, often placing human activity as a supporting role to the equipment. Through an SDLogic lens, this study considers the design of both equipment and human activity on an equal footing for value co-creation with the customer, and it yielded interesting results on when direct provisioning (goods) should be redesigned, considering all activities equally.
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