@inproceedings{61310,
  abstract     = {{Service systems engineering relies on structured, top-down approaches to designing and
innovating service systems. In today’s dynamic environments—shaped by digital transformation,
evolving provider–user interactions, and shifting societal demands—these approaches face limitations in enabling continuous, context-sensitive innovation. Continuous Value Shaping emerges as a conceptual extension to service systems engineering, promoting more adaptive and co-evolutionary forms of service system development. This study examines how Continuous Value Shaping manifests through a multiple case study of three public sector projects. We identify distinct manifestations and constellations of the concept’s principles that complement classical
SSE practices. As the first empirical exploration of Continuous Value Shaping, the study refines its
conceptual foundation and enhances its accessibility for researchers and practitioners. We conclude with seven empirically derived propositions that inform future service systems engineering initiatives and demonstrate how Continuous Value Shaping supports the dynamic alignment of service systems with societal and systemic demands.}},
  author       = {{Schäfer, Jannika Marie and Rajko, Polina and Angelova, Daniela and Böhmann, Tilo}},
  booktitle    = {{Proceedings of the 59th Hawaii International Conference on System Sciences (HICSS 2026)}},
  keywords     = {{Continuous Value Shaping, Service Systems Engineering, Service Science, Public Sector, Service Innovation}},
  location     = {{Maui, Maui, Hawaii, USA}},
  publisher    = {{Association for Information Systems (AIS), IEEE Computer Society Press, University of Hawaii (Manoa)}},
  title        = {{{From Engineering to Shaping: A Multiple Case Study on Advancing Service Systems Engineering through Continuous Value Shaping}}},
  year         = {{2026}},
}

@article{64863,
  abstract     = {{Traditional dyadic customer-provider interactions are being shifted to polyadic interactions involving diverse participants in digital service ecosystems. Especially, artificial intelligence (AI) is increasingly integrated into these ecosystems, so that they comprise non-human participants (e.g., AI-based chatbots)—fundamentally altering the nature of value (co-)creation. While existing literature examines human-to-human interactions, knowledge of service interactions between human actors and AI-based systems is still underexplored. To address this research gap, we develop a taxonomy, comprising six iterations, that explores the peculiarities of AI as either a resource or a (non-human) agent in digital service ecosystems. We evaluate our taxonomy using a multiple case study and derive the four archetypes of AI in digital service ecosystems: (1) discriminative experience enhancer, (2) protective ecosystem orchestrator, (3) ecosystem innovation companion, and (4) personalized service composer. Our results extend the knowledge on service science by showing how AI-based systems—discriminative or generative, and focusing on the interaction in the ecosystem or the individual service encounter—assume the role of resources and non-human agents. Researchers and practitioners can utilize our results to augment their ecosystems with AI.</jats:p>}},
  author       = {{Hansmeier, Philipp and Schäfer, Jannika Marie and zur Heiden, Philipp}},
  issn         = {{1019-6781}},
  journal      = {{Electronic Markets}},
  number       = {{1}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Artificial intelligence in digital service ecosystems—Towards a taxonomy and archetypes}}},
  doi          = {{10.1007/s12525-026-00879-y}},
  volume       = {{36}},
  year         = {{2026}},
}

@inproceedings{61309,
  abstract     = {{Service ecosystems reshape service innovation by enabling value co-creation among diverse actors. However, small and medium-sized enterprises and public organizations face significant challenges navigating and leveraging these ecosystems due to resource constraints, knowledge gaps, and partnership difficulties. While digital innovation hubs have been introduced as potential intermediaries to foster innovation, existing models primarily focus on individual solutions and networking rather than orchestrating service innovation. This study investigates the design of a digital service innovation hub as an orchestrating entity that facilitates service innovation within ecosystems. Under the design science research paradigm, we analyze the challenges faced by small and medium-sized enterprises and public organizations and derive design requirements for these hubs. Based on 17 expert interviews and focus group validations, we define the problem
space and provide a requirements catalog for designing digital service innovation hubs as a step towards providing holistic support for service innovation initiatives.}},
  author       = {{Schäfer, Jannika Marie and Liebschner, Jonas and Rajko, Polina and Cohnen, Henrik and Lugmair, Nina and Heinz, Daniel}},
  booktitle    = {{Proceedings of the 20th International Conference on Wirtschaftsinformatik (WI 2025)}},
  keywords     = {{service innovation, ecosystem, innovation hubs, SMEs, public sector}},
  location     = {{Münster, Germany}},
  publisher    = {{Association for Information Systems (AIS)}},
  title        = {{{Designing Digital Service Innovation Hubs: An Ecosystem Perspective on the Challenges and Requirements of SMEs and the Public Sector}}},
  year         = {{2025}},
}

@inproceedings{60126,
  author       = {{Hansmeier, Philipp and Schäfer, Jannika Marie}},
  booktitle    = {{Thirty-Third European Conference on Information Systems}},
  location     = {{Amman}},
  title        = {{{ARTIFICIAL INTELLIGENCE IN DIGITAL SERVICE ECOSYSTEMS – A TAXONOMY APPROACH}}},
  year         = {{2025}},
}

@inproceedings{54916,
  abstract     = {{Reputation systems for companies to rate each other's performance are largely unexplored in research and hardly available in practice. However, these systems are relevant for prospective buyers to find a trustworthy seller. This observation applies especially to short-lived business relationships where fulfilling the performance promise is subject to a high degree of uncertainty. This paper explores the value of a reputation system for a business-to-business (B2B) context and focuses on three novel solutions for designing reputation systems. These solutions include selling ratings, conducting ratings as payments, and employing a counter-rating mechanism. We interview buyers to fathom the added value of these solutions in different contexts. Our findings suggest that such a system is useful for companies acting in less transparent markets and also helps when companies already have a good market overview. Depending on the market conditions and business context, the perceived value of the proposed system varies.}},
  author       = {{Hemmrich, Simon and Schäfer, Jannika Marie and Hansmeier, Philipp and Beverungen, Daniel}},
  booktitle    = {{Proceedings of the 57th Hawaii International Conference on System Sciences}},
  keywords     = {{Electronic Marketing, business-to-business, new design approach, reputation systems, value for buyers.}},
  location     = {{Honolulu}},
  title        = {{{The Value of Reputation Systems in Business Contexts–A Qualitative Study Taking the View of Buyers}}},
  year         = {{2024}},
}