A Service Science Perspective on Resilience of Service Organisations

Abstract

Nowadays, different types of unexpected turbulence and disruptions lead to challenges and changing conditions of the environment that organisations operate. The previous studies related to crisis response or service recovery have addressed many aspects of the governance of an organisation in reacting to crisis or failure situations, including innovation and bureaucracy, science and politics, and decision-making speed. However, there is still little attention on supporting service organisations to revise and adapt their business services in a coherent manner to overcome the challenges from disruptive events. In order to improve organisational resilience, this paper presents an approach based on the service science perspective for service organisations to adapt their services at the three levels of service science, including the network of service systems, service system, and service levels. The paper also presents a case study of using the proposed approach in cultural organisations and ends with a discussion and some conclusions.

Towards a Rule Modeling Framework for Context-aware Smart Service Systems

“…This section introduces the paper's main contribution: a framework for rule modeling in context-aware services (hereafter called RuCBS). This framework is based on an existing framework for context-aware service modeling defined in our previous works, named Context-based Service (CBS) Framework [9,[31][32][33]. CBS Framework has identified fundamental concepts for smart service modeling such as business entity, service proposal, service creation, service operation, business process, and business activity.…”

Analysis of Three Levels of Product Potential of Rural Tourism Areas as A Buffer for the Borobudur National Strategic Area

“…Linkages between tourist destinations can provide social [20]- [22], economic [18], [23]- [28], and cultural [29]- [34] benefits for tourist destinations and better community empowerment [1]- [3], [35]- [39]. The organizations [13], [40]- [44] approach as one of the accelerations in categorizing tourist destinations provide mutual added value, with organizational governance [21], [45]- [47], offering more varied and integrative tour packages, strengthening the internal and external interactions of tourist destinations through developing entrepreneurial [27], [48] potential and community empowerment, as well as providing facilities that support strengthening the Pagoda Flower Park, Nepal Van Java, and the Silancur Plateau are the leading village destinations in Magelang Regency. The perspective of a tourist destination as a product within marketing boundaries is important in boosting tourist visits.…”