# SCoPE: Service Composition and Personalization Environment
## 3 Background and Literature Review
This economic community produces goods and services of value to customers, who themselves are members of the ecosystem\" [48]. A business ecosystem (and thus a care ecosystem as well) can be identified as a \"particular case of a VBE, which tries to preserve local specificities, tradition, culture, and frequently benefit from local government incentives, involving a complex interplay of collaboration and competition around producers, consumers, regulators, and support entities\" [32; 49]. **Collaborative Business Ecosystem**: an example of business ecosystem is given by the term Digital Business Ecosystem [3], which is also inspired on biological ecosystem, but with a stronger emphasis on the technological support perspective. On the other hand, based on advances in the discipline of Collaborative Networks, and current demanding market challenges (better services and prices, market survival, increase of competitors, etc. ), the term Collaborative Business Ecosystem (CBE) was introduced to emphasize the \"collaborative environment\" perspective [50; 16; 51]. A CBE supports organizations which must collaborate to overcome their weaknesses and strengthen their expertise and skills, to offer better integrated (composite) services and acquire competitive advantage with the main focus on customer satisfaction. A CBE is thus supposed to provide a variety of software services and manual services that can be combined to fulfill the needs of each customer. This requires proper management of business services composition and integration, as explained in the next Section. By adopting this approach, we can say that care and assistance services for elderly should (likely) result from the collaboration among  
Figure 2: A Collaborative Networks’ Partial Taxonomy (based on [46]). \begin{table}
\begin{tabular}{l c} \hline \hline
**Management Capabilities** & **Strategic Level** \\ \hline \multirow{3}{*}{\
\begin{tabular}{l} • Improve the management of competencies \\ and resources; \\ \end{tabular} } & \multirow{3}{*}{
\begin{tabular}{l} • Cope with market turbulence; \\ Increase chances of survival: agility is \\ opportunity-based VO creation; \\ \end{tabular} } \\  & Develop approaches to build trust; & Improve chances to compete with larger \\  & Efficient common ICT & companies, lobbying, and \\  & infrastructure, mechanisms; & market influence; \\  & Improve potential for risk-taking: & Facilitate access to loans; \\  & Support members through & Decrease costs of group insurance; \\  & necessary re-organization; & Improve the negotiation power, prestige, \\  & Provide learning and training; & reputation, and reference; \\  & Share assets; & Leverage opportunities to access new \\  & Join advertisement campaigns; & markets or product; \\  & Develop ore competencies; and & Expand geographical coverage; \\  & Help to attain clear focus. & Increase potential for innovation; and \\  & The economy of scale and & achieve diversity. \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Motivations to Participate in a Virtual Organizations Breeding Environment (VBE). various entities, possibly including governmental and non-governmental organizations, individual or cooperative professionals, family, friends, caregivers, etc., which in consequence calls for a supporting collaboration environment. **Care Services Composition**: building business solutions typically requires combining multiple available business services. A service composition is an aggregate of services (atomic or integrated) collectively composed to deliver a particular service pack or business process [52]. These composite (or integrated) services can be in turn recursively composed with other services into higher level solutions, (and so on), constituting an essential part of service provision. The novel (composite) service is adding value that was not existent in the atomic services.