Calidad Interna de Servicio: Alternativa de Mejora aun cuando la Satisfacción del Cliente es Positiva [Not available in English]

Papa, María Fernanda; Quezada, Maricela Salgado; Castro, Maria Valeria de; Olsina, Luis; Martínez, Esperanza Marcos

doi:10.1109/argencon49523.2020.9505522

Cited by 1 publication

(2 citation statements)

References 17 publications

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“…In order to measure the effectiveness of the changes implemented in NEURO, we decided to use the GOCAME strategy (Olsina et al, 2013), which was defined by its authors as an integrated, goal-oriented, context-sensitive strategy focussed on the need for information. In NEURO, we applied this strategy through the MCI-SERVQUAL model (Papa et al, 2020), which was conducted around the interview process.…”

Section: Organisational Change In Smesmentioning

confidence: 99%

“…However, the company was also experiencing certain organisational deficiencies that limited its continued growth and were a potential threat to business viability. We accordingly applied SD4OCh in NEURO, and the outcome was a significant improvement as regards the internal aspects of the company, including the reliability of the personnel and the capacity to respond (Papa et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Driving organisational change in SMEs using service design

Salgado

Martínez

et al. 2022

JSTP

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PurposeThe purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.Design/methodology/approachThis research used the design science research methodology, which enabled the creation of the Service Design for Organisational Change (SD4OCh) methodology. A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.FindingsThe main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.Research limitations/implicationsThis study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.Originality/valueAlthough this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.

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Section: Organisational Change In Smesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%