The coexistence of product- and service-oriented operations within a single organization poses significant challenges for service strategy implementation. This study advances the understanding of organizational approaches to implementing and evolving service strategies through a qualitative, multiple-case study of seven companies in the real estate market engaged in service strategy development. The findings present a theoretical framework of service strategy organization, identifying four distinct approaches to service strategy implementation and demonstrating their impact on the performance and evolution of these strategies. By addressing the challenges of integrating product- and service-focused activities into customer-supporting solutions, this research highlights the critical importance of alignment between service strategy, organizational structure, and other key dimensions. This study contributes to theoretical and practical discourse on managing the complexities of service strategy implementation in product-centric firms.
