Elo, JennyPekkala, KaisaTuunanen, Tuure2022-12-272022-12-272023-01-03978-0-9981331-6-4https://hdl.handle.net/10125/102757Service organizations across various industries are increasingly implementing continuous development methods and practices to transform their digital service innovation and development processes. Consequently, continuous digital service innovation (DSI) has become a way to react to today’s dynamic markets by proposing value to customers quickly while maintaining service quality. However, little is known about how organizations can enable value co-creation (VCC) in their continuous DSI processes. We fill this gap in the literature by focusing on organizational-level continuous DSI processes. Based on findings from 23 industry informants from six Finnish digital service organizations, we present a preliminary framework depicting three integral and interdependent dimensions of managing continuous DSI for VCC within organizations: managing continuous operations, managing people, and managing resources. We argue that such management insights are crucial for both research and practice for realizing the VCC potential of continuous DSI for organizations.10engAttribution-NonCommercial-NoDerivatives 4.0 InternationalDigital Service and Service Digitalizationcontinuous digital service innovationqualitative researchservice-dominant logicservice managementvalue co-creationtext10.24251/HICSS.2023.127