Viewpoint: shaping resilient service ecosystems in times of crises – a trans-Tasman perspective

Abstract

Purpose The purpose of this paper is to develop a holistic understanding for the shaping of resilient service ecosystems that considers tactics that act as stabilizing forces, and tactics that promote diversity and change and act as destabilizing forces – both central for service ecosystems to bounce forward in times of crises and beyond. Design/methodology/approach This conceptual paper draws on theory on complex adaptive service ecosystems and work on organizational resilience and resilient systems. With a focus on Australia and New Zealand, stalwarts of the top three economies in Bloomberg’s COVID Resilience Ranking before the arrival of the Delta variant, this study illustrates how resilient service ecosystems can be shaped. Findings This study explicates complexity related to navigating service ecosystems toward a new order in response to the pressures of major crises. It points to the importance of understanding both, how service ecosystems stabilize and change over time. It documents a portfolio of tactics that service organizations can use to influence resilience in the service ecosystems of which they are part. It further reflects on the potential downside of resilient service ecosystems, as they tilt toward rigid structures, failure to learn and an inability to transform or alternatively chaos. Originality/value Service research has made progress in explicating how a service ecosystems perspective can inform crises management. This paper extends this work and explains how service ecosystems can be shaped to bounce not only back from the imposed pressures of a disruptive event but also forward toward a new order.

The role of public relations in shaping service ecosystems for social change

“…Indeed, in times of crises, service ecosystems have a high degree of malleability (Nenonen et al, 2014;Chandler et al, 2019). This plasticity Shaping service ecosystems for social change provides organizations, governments and the public with unique opportunities to shape "better" ecosystems, characterized by social justice, inclusiveness and nature-positive business practices (Fehrer and Bove, 2022). This paper attempts to advance understanding of wicked societal problems and how they might be addressed by shaping service ecosystems for social change.…”

“…As the world evolves, complex interdependencies increase. With the pressures of the COVID-19 pandemic it is more important than ever to pay attention to service ecosystem sustainability and resilience (Lusch and Spohrer, 2012;Fehrer and Bove, 2022;Fehrer and Wieland, 2021;Field et al, 2021). UN Secretary-General Ant onio Guterres states: "Had we been further advanced in meeting the Sustainable Development Goals and the Paris Agreement on Climate Change, we could better face this challenge [of COVID-19]with stronger health systems, fewer people living in extreme poverty, less gender inequality, a healthier natural environment, and more resilient societies" (United Nations, 2020).…”

“…As the world evolves, complex interdependencies increase. With the pressures of the COVID-19 pandemic it is more important than ever to pay attention to service ecosystem sustainability and resilience (Lusch and Spohrer, 2012; Fehrer and Bove, 2022; Fehrer and Wieland, 2021; Field et al. , 2021).…”

Viability amid systemic crisis: the CORER framework

“…can recover faster [and] can become more resilient" (Rapaccini et al, 2020, p. 225). Despite this, few studies have taken a systemic perspective to consider the COVID-19 crisis (Iandolo et al, 2021;Fehrer and Bove, 2022).…”

“…Hence, there has been a call for research on “how industrial firms can navigate through disruptive crises […] can recover faster [and] can become more resilient” (Rapaccini et al , 2020, p. 225). Despite this, few studies have taken a systemic perspective to consider the COVID-19 crisis (Iandolo et al , 2021; Fehrer and Bove, 2022).…”