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The management concept of service science (SS), and its origins in the business sector through evolving customer service expectations are explored in this chapter. It proposes the concept’s utility—indeed its emerging necessity—as an administrative requisite to meet library users’ needs. The chapter is a conceptual one addressing SS and service design (SD) approaches to building customer service systems for libraries, the why and how of implementation in libraries regardless of the community served—that is to say, the why and how of implementation in libraries regardless of the community served. The changing outlook of customers and managers regarding commercial service expectations is not disputed in the business and management literature. Extreme customer service has become a norm. However, these service expectations can and have carried over into the public and nonprofit sectors. This chapter proposes that libraries become aware of changing service norms and utilize SD methods to meet users’ needs. Quite simply, libraries that do not investigate SD methods and implement community-specific design strategies, may begin to suffer patron dissatisfaction and even lose patronage. Alternatively, libraries which do adopt SD methods, may see increases in user satisfaction and patronage. SS and design are relatively novel subdisciplines of management studies. This, however, does not belie their importance. A broad introduction of the topics for library administration and planning considerations is warranted and necessary.

The aim of this chapter is to help library administrators understand the concept of Service Design, and to maintain that any consideration of the future of library spaces should begin with a service design focused approach.

The chapter is a combination of general review, literature review, case study, and conceptual paper. It focuses on describing the basics of the concept, highlighting essential resources for further understanding, highlighting service design specifically applied in libraries, and providing one case study of an academic library undergoing a master planning project utilizing the lens of Service Design. The chapter will conclude by emphasizing the importance of attaining an appropriate understanding and buy-in for the Service Design process by library administrators and staff in order for its effective implementation.

Practical implications to employing Service Design to library spaces are endless, and span that gamut from making smart decisions based on user input and evidence, to creating spaces and services that are relevant to library users. Employing a Service Design approach to library building projects helps administrators position themselves to advocate for needed technology and funding in the highly competitive resource arena. The ideas gleaned from this chapter can be applied in any library: academic, public, special, or school. The results will be different, because every library has a unique group of users, but the processes employed are the same.

Library literature related to Service Design is slim but slowly emerging. This chapter fills a gap in literature geared specifically to administrators as well as building design and redesign projects.

Like most negotiators, librarians often have the best interests of their institution and constituents in mind when haggling with vendors. Although noble, this mindset frequently leads to acrimony, distrust between parties and an unsatisfactory contract or weak relationship. This paper aims to provide exemplars of non‐intuitive negotiating strategies that may strengthen bargaining power and relieve adversarial interactions.

The paper elaborates on a six‐month contract negotiation with a courier service meant to reduce library‐shipping costs. Three basic strategies were used, and they are presented as exceptional methods for enhancing the bargaining environment.

Mitigating expenditures wherever possible, but especially within a weakened economy, is often a priority for libraries. By using elementary and good faith bargaining methods when negotiating with vendors, librarians may not only meet their goals but surpass them.

The paper provides readers with three basic negotiating strategies within the framework of an actual contract negotiation. These strategies are discussed as best practices applicable to any contractual bargaining environment.

The purpose of this paper is to identify and reflect on a set of dynamic capabilities for managing service innovation and applies a dynamic capabilities view (DCV) of firms for managing service innovation.

This theoretical paper offers a conceptual framework for managing service innovation by proposing six dynamic service innovation capabilities. This framework builds on and is integrated with a model of service innovation that covers the possible dimensions where service innovation can take place. On this basis, avenues for future research into managing service innovation are identified and managerial implications discussed.

The six dynamic service innovation capabilities identified are: signalling user needs and technological options; conceptualising; (un‐)bundling; co‐producing and orchestrating; scaling and stretching; and learning and adapting. It is hypothesized that successful service innovators, which may include manufacturing firms developing into providers of service solutions, outperform their competitors in at least some of these capabilities.

The six dynamic service innovation capabilities identified in this theoretical paper, their mutual links as well as links with dimensions of service innovation need to be tested further. Further refinement is required in order to be able to discriminate between various industries, sizes and types of firms.

Those involved in managing service innovation are offered a framework for systematically assessing dynamic service innovation capabilities.

The main contribution of this paper is that it links a service (innovation) perspective to a DCV of the firm by proposing a set of six dynamic service innovation capabilities.

Many jurisdictions fine illegal cartels using penalty guidelines that presume an arbitrary 10% overcharge. This article surveys more than 700 published economic studies and judicial decisions that contain 2,041 quantitative estimates of overcharges of hard-core cartels. The primary findings are: (1) the median average long-run overcharge for all types of cartels over all time periods is 23.0%; (2) the mean average is at least 49%; (3) overcharges reached their zenith in 1891–1945 and have trended downward ever since; (4) 6% of the cartel episodes are zero; (5) median overcharges of international-membership cartels are 38% higher than those of domestic cartels; (6) convicted cartels are on average 19% more effective at raising prices as unpunished cartels; (7) bid-rigging conduct displays 25% lower markups than price-fixing cartels; (8) contemporary cartels targeted by class actions have higher overcharges; and (9) when cartels operate at peak effectiveness, price changes are 60–80% higher than the whole episode. Historical penalty guidelines aimed at optimally deterring cartels are likely to be too low.

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

Small firms rely on a variety of network partners, and in various roles, to initiate and implement innovations. While past typologies of innovation networking were defined at the level of firms or industries, the purpose of this paper is to develop a typology at the level of innovation objects.

Drawing on survey data of 594 innovations in Dutch small firms, cluster analysis is applied to develop a typology of networking patterns for innovation in small firms.

In total, six patterns of innovation networking were identified: supplier‐based, customer‐based, informal‐based, bank/accountant‐based, science‐based and government‐based. The supplier‐based pattern is most dominant and characterized by modest and simple contributions from networking partners, while governments tend to be involved in innovations marked by voluminous and complex partner involvement. Validity of the typology is suggested by two findings: more voluminous and complex networking patterns are correlated with firms’ internal capabilities, and with the newness and competence requirements of innovations.

For practitioners the typology provides a more fine‐grained view on how innovations in small firms are developed. This includes the role of relatives and friends, bank and accountants, and remote partners such as governments – network partners which so far were not covered in typologies of innovation networking.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.