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This paper aims to conceptualize and characterize service ecosystems, addressing calls for research on this important and under-researched topic.

The authors draw on four meta-theoretical foundations of S-D logic – resource integration, resource density, practices and institutions – providing a new integrated conceptual framework of ecosystem well-being. They then apply this conceptualization in the context of a complex healthcare setting, exploring the characteristics of ecosystem well-being at the meso level.

This study provides an integrated conceptual framework to explicate the nature and structure of well-being in a complex service ecosystem; identifies six key characteristics of ecosystem well-being; illustrates service ecosystem well-being in a specific healthcare context, zooming in on the meso level of the ecosystem and noting the importance of embedding a shared worldview; provides practical guidance for managers and policy makers about how to manage complex service ecosystems in their quest for improving service outcomes; and offers an insightful research agenda.

This research focuses on service ecosystems with an illustration in one healthcare context, suggesting additional studies that explore other industry contexts.

Practically, the study indicates the imperative for managing across mutually adapting levels of the ecosystem, identifying specific new practices that can improve service outcomes.

Examining well-being in the context of a complex service ecosystem is critical for policymakers charged with difficult decisions about balancing the demands of different levels and actors in a systemic world.

The study is the first to conceptualize and characterize well-being in a service ecosystem, providing unique insights and identifying six specific characteristics of well-being.

The purpose of this paper is to investigate how and why some service ecosystems are more resilient and, consequently, more sustainable than others during turbulent times, and how resilience can be cultivated to enable pathways to service ecosystem sustainability.

This work integrates disparate literature from multiple service and sustainability literature streams, iterating through constant comparison with findings from 44 semistructured interviews conducted in the context of primary health care clinic service ecosystems.

The authors offer a novel conceptual framework comprising pillars (shared worldview, individual actor well-being and multiactor interactions), changing practices to cultivate resilience through resilience levers (orchestrators, individual actor effort, actor inclusivity and digitaltech–humanness approach), and pathways to service ecosystem sustainability (volume vs value, volume to value, volume and value). The authors demonstrate that service ecosystems need to change practices, integrating resources differently in response to the turbulent environment, emphasizing the importance of a shared worldview across the ecosystem and assessing different pathways to sustainability.

This paper offers new insights into the important intersection of service marketing, sustainability and health care. The authors provide guidance to practitioners aiming to cultivate resilience in service ecosystems to achieve pathways to sustainability in primary health care clinics. Finally, implications for theory are discussed, and directions to guide future service research offered.

The service environment is becoming increasingly turbulent, leading to calls for a systemic understanding of it as a set of dynamic service ecosystems. This paper advances this understanding by developing a typology of service ecosystem dynamics that explains the varying interplay between change and stability within the service environment through distinct behavioral patterns exhibited by service ecosystems over time.

This study builds upon a systematic literature review of service ecosystems literature and uses system dynamics as a method theory to abductively analyze extant literature and develop a typology of service ecosystem dynamics.

The paper identifies three types of service ecosystem dynamics—behavioral patterns of service ecosystems—and explains how they unfold through self-adjustment processes and changes within different systemic leverage points. The typology of service ecosystem dynamics consists of (1) reproduction (i.e. stable behavioral pattern), (2) reconfiguration (i.e. unstable behavioral pattern) and (3) transition (i.e. disrupting, shifting behavioral pattern).

The typology enables practitioners to gain a deeper understanding of their service environment by discerning the behavioral patterns exhibited by the constituent service ecosystems. This, in turn, supports them in devising more effective strategies for navigating through it.

The paper provides a precise definition of service ecosystem dynamics and shows how the identified three types of dynamics can be used as a lens to empirically examine change and stability in the service environment. It also offers a set of research directions for tackling service research challenges.

The COVID-19 pandemic has created a crisis for healthcare systems worldwide. There have been significant challenges to managing public and private health care and related services systems’ capacity to cope with testing, treatment and containment of the virus. Drawing on the foundational research by Frow et al. (2019), the paper explores how adopting a service ecosystem perspective provides insight into the complexity of healthcare systems during times of extreme stress and uncertainty.

A healthcare framework based on a review of the service ecosystem literature is developed, and the COVID-19 crisis in Australia provides an illustrative case.

The study demonstrates how the service ecosystem perspective provides new insight into the dynamics and multilayered nature of a healthcare system during a pandemic. Three propositions are developed that offer directions for future research and managerial applications.

The research provides an understanding of the relevance of managerial flexibility, innovation, learning and knowledge sharing, which offers opportunities leading to greater resilience in the healthcare system. In particular, the research addresses how service providers in the service ecosystem learn from this pandemic to inform future practices.

The service ecosystem perspective for health care offers fresh thinking and an understanding of how a shared worldview, institutional practices and supportive and disruptive factors influence the systems’ overall well-being during a crisis such as COVID-19.

Organisations experience complex situations that affect their ability to survive in the longer term. Complex situations are full of uncertainty and lack of knowledge and clarity. It is through the manifestation of information and the creation of knowledge that complexity can be addressed, thus affording organisations the possibility of greater viability. Information is manifested through structured methods of inquiry, and in the systems domain there has been a great deal of exploration into methods that create information. However, methodological exploration into the creation of knowledge is less well developed. One knowledge creation cycle by Nonaka and Takeuchi operates a constructivist process through a positivist structure. A different critical approach for knowledge creation comes from viable systems that are not susceptible to this schizophrenia.

The purpose of this paper is to examine the potential of cultural theory as a tool for identifying patterns in the stakeholders' perception of risk and its effect on information system (IS) risk management.

Risk management involves a number of human activities which are based on the way the various stakeholders perceive risk associated with IS assets. Cultural theory claims that risk perception within social groups and structures is predictable according to group and individual worldviews; therefore this paper examines the implications of cultural theory on IS risk management as a means for security experts to manage stakeholders perceptions.

A basic theoretical element of cultural theory is the grid/group typology, where four cultural groups with differentiating worldviews are identified. This paper presents how these worldviews affect the process of IS risk management and suggests key issues to be considered in developing strategies of risk management according to the different perceptions cultural groups have.

The findings of this research are based on theoretical analysis and are not supported by relevant empirical research. Further research is also required for incorporating the identified key issues into information security management systems (ISMS).

IS security management overlooks stakeholders' risk perception; for example, there is no scheme developed to understand and manage the perception of IS stakeholders. This paper proposes some key issues that should be taken into account when developing strategies for addressing the issue of understanding and managing the perception of IS stakeholders.

This chapter examines the historical relationship between Honduran Lenca worldview and how ecological resources are managed through ritual practice. The way in which the Lenca conceive of the biophysical environment is an active process of meaning-making that takes place through their interaction with the environment. The Lenca codify this relationship in the compostura, a complex set of ceremonial performances linked to economic practices that mediate human needs and desires with those of the ancestors who animate the landscapes surrounding households and communities. Through an examination of contemporary, historical, and archeological cases in western Honduras, this chapter explores how ritual economy shapes, and is shaped by, environmental worldview.

Most discussions of knowledge, knowledge management and knowledge transfer, especially of human resource management (HRM) knowledge and its transfer, have failed to consider them in a cross‐cultural context. After a discussion of this issue, the paper analyses the migration or transfer of what is often claimed to be best practice in HRM from Western countries to developing, culturally different countries. It does this with specific reference to the case of HRM in Mauritius, especially in the Mauritian Civil Service, and uses this case not only to identify some of the limits to cross‐cultural knowledge management, but also to develop a more appropriate model of “knowledge migration” of HRM knowledge across cultures based on viable systems theory, including a future research agenda.