Junior design professionals experience conflicts in collaboration with others, with value differences being one of the issues influen-cing such conflicts. In a retrospective interview study with 22 design professionals, we collected 32 cases of perceived conflicts. We used a grounded theory approach to analyse these cases, resulting in five conflict categories that group 24 distinct value differences arising in 10 critical moments, an event that causes the value-based conflict. Thus, value differences are underlying the perceived conflicts of junior design professionals on many different occasions during collaboration with others. Conclusions are drawn on setting up guidelines for addressing values in co-design practices and sup-porting junior designers in their professional development.

Purpose: One of the key challenges in the servitization of companies is developing the required capabilities to deliver advanced services. A strategy to tackle this challenge is to collaborate with a service-providing partner, that has complimentary capabilities. In such collaboration, though, the people involved have to serve their corporate goals and have different organisational and professional backgrounds. The differences challenge the collaboration. In practice, people struggle to deal with the critical situations that arise when these differences affect the collaboration. The literature’s recommendations on what to do in those situations show great variety and can even be contradictory. This paper presents a repertoire of actions people can take in the critical situations they experience when collaborating with a service-provider. Design/methodology/approach: Based on an earlier study into critical situations in the collaboration in those networks, we developed an experiment to study what people do in those situations. We asked thirty managers with experience in such collaborations what they would do in the fifteen situations we provided. Findings: Across the situations presented in the simulation experiment, recurring themes emerged in the activities people undertook and further analysis resulted in a repertoire of actions that servitizing collaborators can take to act upon the critical situations in servitization they experience while collaborating with service providers. Originality/Value: This paper provides practitioners in servitization collaboration with a hands-on action repertoire. This repertoire can be further developed into a general tool for collaboration in servitization to resolve collaborative issues as they arise.