Abstract
The understanding of value is changing to include not only customers and shareholders but also the role of other stakeholder groups in creating value. This industrial case study presents an example of multiple stakeholder value consideration in service innovation. The paper employs a case study methodology, and the data was collected from workshops, interviews, and thematic discussions. The main result of this case study is a description of a service innovation process that considers stakeholders and multiple stakeholder value, and that offers new perspectives on strategies for managing stakeholder relationships. The findings of this study highlight the emergence of service innovation through a complex, multidimensional and networked value co-creation.
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