Purpose: The aim of this article is to delineate a number of different disintermediation mechanisms within the context of business-to-business (B2B) service channels and to identify the specific challenges associated with adopting these mechanisms. Methodology: The research was conducted in accordance with abductive reasoning, moving continuously between the empirical world of 4 industrial (B2B) firms and the model world. Findings: This article delineates a choice of 6 disintermediation mechanisms and their attendant challenges within the context of industrial service channels. Contribution: The article provides an original conceptualization of disintermediation, which is detached from the traditional understanding of the concept. As such, it constitutes a useful starting point for the development of a formal theory of disintermediation. Implications for Practice: This article should be useful for practitioners, because it presents various disintermediation options available to industrial firms faced by undesired intermediaries in their industrial service channels.faced by undesired intermediaries in their industrial service channels.

Previous literature reviews of strategic flexibility have a number of shortcomings, such as an excessive definitional focus or a lack of a specific focus in the field. To overcome these shortcomings, this paper aims to systematically and critically analyse the literature on strategic flexibility by identifying its main characteristics and linking the different aspects together in a new conceptual framework. Various aspects of strategic flexibility in the relevant literature (149 contributions) are analysed in this comprehensive analytical model. Thus, the systematic and critical approach of this article offers a novel perspective in understanding strategic flexibility and contributes to the field by providing a consolidation of the literature and indicating future research avenues.

Purpose - The purpose of this paper is to analyze the subject-specific literature on service and flexibility and derive a conceptualization of the linkages between provider flexibility and customers' value creation. Design/methodology/approach - The authors analyze existing perspectives on service and flexibility and propose linkages between provider flexibility and customer value creation. Findings - Drawing on the service logic literature, and utilizing real-world examples, this paper advances propositions and a conceptual model of how flexibility can contribute to value creation. Research limitations/implications - This paper establishes the basis for a practical and applicable flexibility perspective on value creation. It is particularly important for service-oriented providers and other firms operating in dynamic contexts. Practical implications - The propositions and conceptual model offer suggestions on the manner in which provider flexibility contributes to customer value creation. Contextual influences that moderate provider flexibility in value creation are also included. Originality/value - This paper contributes a novel perspective on service, which may serve as the starting point for the development of a more formal flexibility perspective on value creation.

Previous research on strategic flexibility offered a rather simplistic view of how firms act in regards to changes without emphasising the interaction between the natures of changes in the business environment, the actions of the firm, and the organisational factors that frame the actions. The purpose of this article is thus to provide a framework that explicates how firms handle changes in their environment, emphasising influences from the context of the situation. The article employs explorative case research and abductive reasoning. Ten situations requiring flexible actions in five large market-leading northern European firms are explored. The findings and the analysis highlight the interaction of these three elements, delineate changes as positive and negative and show how actions of firms are context-dependent. A framework showing these findings and emphasising how firms gather and process context-specific information and knowledge about the changes is presented as the main contribution of the article. The implications of the findings are presented in the discussion, followed by future research suggestions and practical implications.

Purpose - The purpose of this paper is to explore the honeybee colony metaphor as a tool to make sense of the dynamics of service systems surrounding a service relationship. Design/methodology/approach - Based on qualitative case research, this study develops and applies the metaphor of honeybee colonies as a tool to analytically and discursively draw parallels between different aspects of honeybees and service systems surrounding a service relationship, focusing on the dynamic nature of both. Findings - The honeybee colony metaphor can serve as an analytical tool, helping managers to make sense of the dynamics of service interactions and, as a discursive tool, giving sense to the strategic implications of service providers' everyday activities. Research limitations/implications - Few metaphors, no matter how complex, can wholly capture reality. The honeybee colony metaphor describes the dynamics surrounding a service relationship at a comprehensive level. Further research can focus on the metaphor's particular aspects (the changing role of honeybees in the system, for example) or distortions (e.g. parasitic relationships). Practical implications - The honeybee colony metaphor illustrates the strategic importance of part-time marketers; they "pollinate" and "fertilize" the customers and properly assessed information that they report represents a basis for strategic decisions. Originality/value - The introduction of the honeybee colony metaphor in this paper provides a new lens for capturing the dynamic aspects of service systems surrounding a service relationship and the strategic implications derived from adopting a systemic outlook on service.