Public Administration Research; Vol. 6, No. 2; 2017 ISSN 1927-517x E-ISSN 1927-5188 Published by Canadian Center of Science and Education 58 Integrating the Service Paradigm into Procurement Practices in Ghana Mawuko Dza 1 1 University of Education, Winneba, Ghana Correspondence: Mawuko Dza, University of Education, Winneba, Ghana. E-mail: mdza@uew.edu.gh Received: September 4, 2017 Accepted: September 26, 2017 Online Published: October 30, 2017 doi:10.5539/par.v6n2p58 URL: http://dx.doi.org/10.5539/par.v6n2p58 Abstract This paper investigates how an integration of the concept of service into public procurement practices in universities in Ghana could lead to performance improvement. With samples drawn from procurement practitioners of public universities in Ghana, the study adopts a qualitative approach based on the constant comparative analysis of interview data; deriving categories from composite concepts. At the end of the analysis process three ‘categories’ emerged - procurement practice, resource integration and networking, and information support systems for procurement practitioners. A careful evaluation of these ‘categories’ show that whereas an integration of the concept of service dominant logic into procurement practices could improve procurement performance in public universities in Ghana, bottlenecks such as minimal resource integration and networking; inadequate information support systems; and prohibitions on customer-supplier relationship building affect performance improvement. These findings are significant because they contribute to the body of knowledge in a study area known for its paucity of empirical information. Keywords: procurement, service paradigm, operand resources, operant resources, constant comparative analysis, service dominant logic, Ghana 1. Introduction Researchers in services and service science suggest that to properly understand the term “service”, require a new way of thinking (Spohrer, et al; 2008). Service, as used in service dominant (SD) logic connotes the application of competences, knowledge, and skills for the benefit of another entity (Vargo & Lusch, 2006). The concept is built on the premise that stakeholders form an integral part of the value-creation process; implying that value is a co-creation between the supplier and the consumer (Vargo & Lusch, 2006). In other words, value creation involves a network of interactions by people, institutions and technology to co-produce service offerings; exchange service offerings; and co-create value (Lusch, Vargo, & Tanniru, 2010). SD logic’s service-for-service and resource-integration perspective represents a shift in thinking away from the dyadic notions of production and consumption towards the co-creation of value through complex, interactive, resource-integrating networks (Vargo and Lusch, 2010). The logic places emphasis on intangible, dynamic resources as inputs for co-created value (Gummesson, et al., 2010). This viewpoint is in stark contrast with the dominant view, in which the supplier is seen as operant resource acting on the passive consumer who is considered as an operand resource (Lusch & Vargo, 2012). It is important to note that the role of SD logic is growing in interest within public procurement. This development is as a result of similarities of the foundational premises of SD logic with strategic procurement practices in public organizations (Dza, 2013). For instance, just as in SD logic, it is argued that the driving force of an effective procurement system is collaboration. Thus an effective procurement system requires strong collaboration among suppliers, customers and all other participants in the value chain (Horvath, 2001). Indeed, the issue of customer-supplier collaboration has attracted a growing body of academic research in recent times. This increased attention reflects the growing awareness of the link between effective management of such relationships and organisations’ performance (Terpend et al. 2008).) It has become imperative to foster an effective customer-supplier relationship because the lack of it leads to increases in procurement costs through multiple contracts administration; the pressure of monitoring many suppliers’ performance; and the need for continuous education of suppliers on organizations’ processes and requirements, among others (Mandiyambira, 2012). The issue of collaboration is reinforced by the resource-based view (RBV), which provides theoretical support for the significance of collaborations as a solution to exploit complementary capabilities to achieve competitive advantage. The theory argues that firms seek to develop competitive advantage by building