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Open service access (OSA) is a flexible and efficient approach for mobile service deployment. In OSA, network functionality offered to application servers (ASs) is defined by a set of service capability features (SCFs). The AS implements services by accessing the service capability through the standardized OSA application programming interface.

The paper shows how the AS provides services by integrating the services supported by the SCFs. Then it uses the OSA mutual authentication and the push to talk over cellular service to illustrate the interaction among the AS modules and how the AS interacts with the framework and the SCFs.

With this environment, the service developers are not required to access the details of the underlying mobile network, and thus the service deployment can be sped up. The purpose of this paper is to propose an AS architecture.

This paper proposed an OSA AS architecture. Based on this architecture, a new application is created by implementing the appLogic module that invokes the SCFs through the appService modules and appService callback modules.

This research probes into the execution of small and medium‐sized enterprises’ value creativities by a difference analysis with different classifications, different capital, different turnover, different employees, and different established years. This study develop a questionnaire about value creativity with five dimensions and thirty‐five items according to “Valuation” by McKinsey and Company, Inc. and Copeland et al., such as: “Aspiration and target,” “Portfolio management,” “Organization design,” “Process management,” and “Business and individual performance management.” The results are as follows: (1) Most small and medium‐ sized enterprises (SMEs) have executed value creativities; (2) There is a difference in the execution of value creativities between the livelihood industry and the chemical industry; the execution of value creativities by livelihood industry is better than the chemical industry; (3) For value creativities of the execution of different capital and turnover for SMEs, bigger entities are better than smaller ones; (4) For the value creativities of the execution of different numbers of staff in SMEs, those with more staff are better than those with fewer staff; (5) For the value creativities of the execution of different established years for SMEs, those established longer are better than those established shorter.