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The purpose of this paper is to contribute to the study of supply chain design from the perspective of complex dynamic systems. Unlike extant studies that use formal simulation modelling and associated methodologies rooted in the physical sciences, it adopts a framework rooted in the social sciences, strategic niche management, which provides rich insights into the behavioural aspects of complex innovation dynamics of emerging supply chains.

The use of the framework is illustrated by means of a case study about the development of a new biofuels supply chain in East Africa.

Three key dynamic processes are found to be at the core of new supply chain development: networking, learning and the management of actor expectations. The case analysis suggests the need to actively manage these processes and suggests possible ways of doing so.

Generalisability is limited since the research is based on one case study. Additional case studies using the same framework would help to validate and extend the results obtained.

Implications for strategic managerial decision making include the need to encourage stakeholder networking and shared learning, and managing their expectations.

The paper uses an innovative conceptual framework to examine new supply chain development, which yields new insights into how these processes can be actively managed and supported.

Programmes providing services for small‐ and medium‐sized enterprises are important. Yet, quality and impact of many of these programmes lag behind expectations. This paper attempts to shed light on the reasons behind this disappointing state of affairs.

Modern theories of innovation and services marketing management are adopted as a conceptual framework, because these theories generate major insights about how business services should ideally be provided. The usefulness of this framework for analysing business service programmes is demonstrated through its application to one particular programme, the small business service (SBS) in the UK.

Using this approach, the paper identifies several key issues. Major weaknesses in programme structure and implementation practices emerge, mainly revolving around customer focus, incentive problems and organisational issues, and the lack of a systems perspective.

Given the suitability of the framework for the analysis of our case, it could also prove to be a promising tool for analysing business support programmes in other settings.

Managerial priorities for improvement in the UK emerge. There is a need to improve the incentives facing boundary‐spanning staff. This should be backed up by further organisational reform, to address the fragmentation plaguing the current system.

The methodological approach, of viewing practice in a SBS programme through a theoretical lens, is novel. It could be a useful supplement to conventional performance and impact assessments that are more factual in nature.

This paper introduces the special issue on service innovation management.

Provides a brief review of the papers within the issue.

Compares and contextualizes the contributions, finding that the papers use state of the art methodologies and each furthers knowledge of service innovation management – a recently emerged academic discipline.

The perspectives considered represents a small sample of the diversity that exists within this area.