2005
DOI: 10.1016/j.jom.2005.06.003
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Integrating service design principles and information technology to improve delivery and productivity in public sector operations: The case of the South Carolina DMV

Abstract: One relatively unanswered question regarding operational efficiency and effectiveness is whether and how public sector or government operations can employ service strategy and design concepts to deal with the conflicting objectives of minimizing expenditures while providing for an increasing number of ''causes'' [Haywood-Farmer, J., Nollet, J., 1991. Service Plus: Effective Service Management, G. Morin Publisher, Quebec]. In this paper, we argue that the mechanism that permits or enables simultaneous success o… Show more

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citations
Cited by 86 publications
(102 citation statements)
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References 48 publications
(65 reference statements)
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“…Another study by Karwan and Markland (2006) provides further support for the service strategy triad as a conceptual model. They examine the design of front-office and back-office activities and the use of technology in the service delivery system of government operations.…”
Section: Service Delivery System Designmentioning
confidence: 81%
See 1 more Smart Citation
“…Another study by Karwan and Markland (2006) provides further support for the service strategy triad as a conceptual model. They examine the design of front-office and back-office activities and the use of technology in the service delivery system of government operations.…”
Section: Service Delivery System Designmentioning
confidence: 81%
“…the service concept) and the delivery system that provides the service has been suggested in several conceptual models (Armistead, 1990;Collier and Meyer, 1998;Kellogg and Nie, 1995;Shostack, 1987). In addition, previous work has emphasised that the alignment of the service concept with service system design is a pre-requisite for improved performance (Heskett, 1987;Karwan and Markland, 2006;Kellogg and Nie, 1995). For instance, Roth and Menor (2003) argue that an organisation which realises the alignment will benefit from increased competitiveness and improved competitive capabilities.…”
Section: Literature Reviewmentioning
confidence: 99%
“…First, although design services are under-researched in OM there is extant theory. As a result, it was necessary to undertake both confirmatory, albeit without formal hypotheses [32], and exploratory research seeking to develop novel insight, understanding and theory enhancement [18]. Second, a key aim was to explore the nature of management philosophy within a specific organisational and institutional context.…”
Section: Reserch Methodsmentioning
confidence: 99%
“…It should be noted that the service concept is often described in the literature as the set of tangible and intangible elements that constitute the service offering (Sasser et al, 1978;Edvardsson and Olsson, 1996). Additionally, previous work suggests that the strategic alignment of the service concept with the service process is a prerequisite for improved performance (Heskett, 1987;Kellogg and Nie, 1995;Karwan and Markland, 2006). A study by Silvestro and Silvestro (2003) provides empirical evidence that failure to realise the alignment has a detrimental effect on performance.…”
Section: Service Process Design In the Om Literaturementioning
confidence: 99%
“…Profitability Conceptual Karwan and Markland (2006) Service concept defined as a set of tangible and intangible elements Front-office and back-office (focus on the "line of visibility")…”
Section: Service Process Design In the Om Literaturementioning
confidence: 99%