A case for service systems engineering

Tien, James M.; Berg, Daniel

doi:10.1007/s11518-006-0118-6

Cited by 191 publications

(75 citation statements)

References 15 publications

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“…Of course, knowledge is also increasingly required as an input in the production of tangible products. However, some authors suggest, cogently, that knowledge and information as an input has higher significance for services business (e.g., Tien et al, 2003).…”

Section: Km Practices and Km Performance In Service-oriented And Prodmentioning

confidence: 99%

“…Inseparability and perishability imply that the production and delivery and consumption stages are closely intertwined (Tien andBerg, 2003, Zeithaml et al, 1985). This, together with the characteristic of heterogeneity, inevitably leads to high customer involvement in service process (Vargo and Lusch, 2006) and, consequently, to more intensive knowledge exchange between service supplier and client (e.g., Chesbrough et al, 2006).…”

Section: Km Practices and Km Performance In Service-oriented And Prodmentioning

confidence: 99%

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Knowledge Management Practices and Results in Service‐Oriented versus Product‐Oriented Companies

Kianto

Andreeva

2014

Knowl Process Manag

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As service companies increasingly occupy a significant place as drivers of economic growth, there is a pressing need to understand their peculiarities in order to facilitate their effective management and governance. One important area where this kind of understanding is lacking is knowledge management (KM). Although KM has become a key value driver for all types of organizations, there has been a lack of systematic research into whether there are some fundamental differences between the nature of KM in service-oriented versus product-oriented companies. To address this gap in the existing knowledge, this paper examines the main differences between the KM practices and benefits produced by KM in service-oriented versus product-oriented companies. Empirical evidence is collected from 171 companies in Finland, China, and Russia and analyzed statistically. The results demonstrate that there are significant differences between service-oriented and product-oriented companies in time savings achieved through the application of KM and also on the impact of KM practices on KM benefits.

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Section: Km Practices and Km Performance In Service-oriented And Prodmentioning

confidence: 99%

Section: Km Practices and Km Performance In Service-oriented And Prodmentioning

confidence: 99%

Knowledge Management Practices and Results in Service‐Oriented versus Product‐Oriented Companies

Kianto

Andreeva

2014

Knowl Process Manag

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“…This ''microsegmentation'' of a customer base is most effective in information-intensive businesses like insurance and banking where extensive historical data is readily available to be analyzed, risks can be precisely quantified, and the offering (contract terms) can be precisely personalized (Taylor and Raden 2007).…”

Section: Exploit Back Stage and Context Information To Improve The Frmentioning

confidence: 99%

Designing service systems by bridging the “front stage” and “back stage”

Glushko

Tabas

2009

Inf Syst E-Bus Manage

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Service management and design has largely focused on the interactions between employees and customers. This perspective holds that the quality of the ''service experience'' is primarily determined during this final ''service encounter'' that takes place in the ''front stage.'' This emphasis discounts the contribution of the activities in the ''back stage'' of the service value chain where materials or information needed by the front stage are processed. However, the vast increase in web-driven consumer self-service applications and other automated services requires new thinking about service design and service quality. It is essential to consider the entire network of services that comprise the back and front stages as complementary parts of a ''service system.'' We need new concepts and methods in service design that recognize how back stage information and processes can improve the front stage experience. This paper envisions a methodology for designing service systems that synthesizes (front-stage-oriented) user-centered design techniques with (back stage) methods for designing information-intensive applications.Keywords Service design Á Service systems Á Service quality Á User modeling Á Model-based user interfaces Á Self-service 1 Traditional concepts in service design and service qualityThe services sector was initially considered as a tertiary and residual economic category after agriculture and manufacturing. Many classification systems for services contained long lists of categories in which one person provides a service to

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“…In the context of the increasing economic influences of the services industry sector, Tien and Berg (2003) suggested a systems engineering approach drawing on emerging information, communication and decision technology tools to develop new services. Yang (2007 proposed a systems approach to service development in a concurrent engineering environment, noting that (intangible) service quality was the measure of success.…”

Section: Some Observations From the Literaturementioning

confidence: 99%

Functional system maps as boundary objects in complex system development

Beckett

2015

IJASM

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Abstract:A trend towards the provision of product-service packaging and the proliferation of service businesses introduces both tangible and intangible elements into system design. In this paper, we consider the utility of hierarchical system models as a way of flexibly combining such elements by focusing on requisite functionality. Four cases illustrate how the same approach may be used to clarify the requirements of business or socio-technical systems during system development, operation or reengineering stages. It is suggested that a suitable loosely coupled model has significant utility as a 'boundary object' -a term first coined in the study of museum artefacts. Discussion of such objects requires the use of imagination, which may support innovative system design and development. It is suggested that a well-crafted model has multiple uses -as a foundation for system development, in combining traditional and agile project management strategies and in providing a framework to facilitate the capture and organisation of project knowledge.Keywords: function mapping; boundary objects; IDEF0; GERAM; project management.Reference to this paper should be made as follows: Beckett, R.C. (2015) 'Functional system maps as boundary objects in complex system development', Int. J. Agile Systems and Management, Vol. 8, No. 1, Biographical notes: Ronald C. Beckett is an industry practitioner who works at the academia-industry interface. He is an Adjunct Professor at Deakin University and has more than 25 years experience in R&D, operations and strategic management in aerospace, plus more than ten years management consulting experience implementing creative change. He is a Fellow of the Institution of Engineers, Australia, and holds a Doctor of Business Administration (UWS) based on research into ways of implementing organisational learning concepts in a high technology company. He has written more than 100 papers related to innovation, collaboration and knowledge management. He is also the Board Chair of a recently formed industry-academia R&D collaboration the Alliance for Supply Chain Innovation, and lectures in support systems engineering at RMIT.

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A case for service systems engineering

Cited by 191 publications

References 15 publications

Knowledge Management Practices and Results in Service‐Oriented versus Product‐Oriented Companies

Knowledge Management Practices and Results in Service‐Oriented versus Product‐Oriented Companies

Designing service systems by bridging the “front stage” and “back stage”

Functional system maps as boundary objects in complex system development

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