This paper explores the roles of practices and institutions in market innovation. In the Service, Strategic Management and Organizational literatures there are now frequent calls for microfoundations in order to refine a service-ecosystems perspective by a trans-disciplinary approach through institutional theories. Through a longitudinal study of a multinational chain we argue about the importance of considering the value co-creation processes as a combinational view in enabling innovation of: institutional knowledge top down influence; and a multi-actor collective actions in convergent and continual adjustments emergency. In these ongoing movements we stand coopetitive tensions are inherent to the service eco-systems approach.

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