The Emergence of Service Science: Toward Systematic Service Innovations to Accelerate Co‐Creation of Value

Spohrer, Jim; Maglio, Paul P.

doi:10.3401/poms.1080.0027

Cited by 590 publications

(364 citation statements)

References 52 publications

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“…Two key themes here are the component business model and virtualisation, combining different disciplines in creative ways to make this successful. Many of us are locked into a manufacturing/production paradigm" (Spohrer and Maglio 2008) and as the nature of the relationship between the business and the IT service provider changes, driven in some part by cloud-based technologies, we must consider how that relationship needs to be managed in the future.…”

Section: Related Workmentioning

confidence: 99%

A Business-Focused It Service Model for Cloud

Miller¹,

Woodman²

2011

Proceedings of the 1st International Conference on Cloud Computing and Services Science

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Abstract:The hitherto limited interpretation of service as deployed in IT value creation and solutions implementation is perhaps a reason why so few IT projects are seen to have successful business outcomes. There are strong indications that the commonly used measures of quality and performance have never been adequate for complex services such as IT. As cloud-based technology changes the business and IT landscape it is important to consider how IT services will evolve and can be managed to become more business-focused. A services-based model for IT is described which has been developed from evidence gathered from business and IT and ideas from other sectors. Validated in the field, it is designed around the high value touch-points between business and IT and uses needs-based and experience-based measures for business alignment and service excellence. It is the first time that services have been identified formally as being necessary for business and IT alignment. This is of critical importance to businesses using cloud-based solutions and consistent with the service science notion of the co-creation of value.

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Section: Related Workmentioning

confidence: 99%

A Business-Focused It Service Model for Cloud

Miller¹,

Woodman²

2011

Proceedings of the 1st International Conference on Cloud Computing and Services Science

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“…Technological innovation is probably the greatest transformer of entities and job roles (Levy and Murnane, 2004). Spohrer and Maglio (2008) provide a Z-theory of work evolution that describes the role of technology in first enhancing human performance (tool or augmentation), then enabling transfer (off-shoring or outsourcing), and then enabling technological substitution (off-peopling or automation).…”

Section: Framework: Drivers and Opportunitiesmentioning

confidence: 99%

An Integrated SS-VSA Analysis of Changing Job Roles

et al. 2010

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This paper presents a first attempt at an integrated Service Science (SS) and Viable Systems Approach (VSA) analysis of the real-world phenomenon of changing jobs roles. Changing job roles is important to quality of life and yet understudied by systems scientists. Today, individuals changing jobs multiple times during their working life is the norm. The average person born in the later years of the US baby boom held 10.8 jobs from age 18 to age 42 (BLS [BLS 2008. Number of jobs held, labor market activity, and earnings growth among the youngest baby boomers: Results from a longitudinal survey. US Bureau of Labor Statistics. USDL 08-0860. URL: http://www.bls.gov/news.release/pdf/nlsoy.pdf]). The viability of societal systems depends on both entities changing job roles offered and individuals changing job roles filled (Spohrer and Maglio, [Spohrer, J. C., Maglio, P. P. 2010b. Toward a Science of Service Systems: Value and Symbols. In The Handbook of Service Science, Maglio, P. P., Kieliszewski, C. A., Spohrer, J. C., Springer, New York, NY.]). Societal systems interact with their environment via individuals in job roles, and the behaviors and dynamics of these diverse types of viable systems are not easy to explain and predict (Beer, [Beer, S. 1972. Brain of the firm. The managerial cybernetics of organization. The Penguin Press.]). Both Service Science (SS) and Viable Systems Approach (VSA) can be seen as less well known specializations of General Systems Theory (von Bertalanffy, [von Bertalanffy, L. 1968. General System Theory: Foundations, Development, Applications. George Braziller, New York.], Spohrer and Kwan, [Spohrer, J., Kwan, S. K. 2009. Service Science, Management, Engineering, and Design (SSMED): An Emerging Discipline – Outline & References. Int. Journal of Information Systems in the Service Sector, 1(3).], Barile [Barile, S. 2009. Management sistemico vitale. Giappichelli, Torino.], Golinelli, [Golinelli, G. M. 2010. Viable Systems Approach (VSA). Governing Business dynamics. Kluwer, Cedam, Padova.]). Like General Systems Theory, these emerging analytic frameworks advocate a worldview and specialized vocabulary that provide a framework for analysis and decision making. Also, these nascent analytic frameworks aim to improve our understanding of complex systems and improve their design. By refining the concept of the identity of a system from SS and VSA perspectives, the contributions of this paper include providing an abstract framework for enumerating all job roles and transitions between job roles as well as a practical recommendation to prepare a next-generation of individuals to compete better in a world of accelerating job role change. Specifically, our analysis of changing job roles will result in a recommendation for increasing the ratio of T-Shaped Professionals (T-SP possess both broad communication skills and deep problem solving skills) to I-Shaped Professional (I-SP possess only deep problem solving skills) in the labor force of nations and businesses to improve their viability in a complex environment of accelerating change (Donofrio et al. [Donofrio, N., Sanchez, C., Spohrer, J. 2010. Collaborative Innovation and Service Systems: Implications for Institutions and Disciplines, in Holistic Engineering Education, Edited by Domenico Grasso.]). [Service Science, ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

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“…The growing importance of the service sectors in industrialized economies, and of service activities within firms belonging to other sectors, made both industry and academia stand up and take notice (Chesbrough & Spohrer, 2006). The major segment of revenue of many large organizations such as IBM, for example, have become the services that they provide around their products rather that the products by themselves (Spohrer & Maglio, 2008). And, it has become generally agreed upon that the techniques and processes used to manage the production of goods are not fully adapted to the production of service activities, if at all (Chesbrough & Spohrer, 2006).…”

Section: Introductionmentioning

confidence: 99%

Designing and Managing Value Co-Creation in KIBS Engagements

Lessard

2014

Technology Innovation Management Review

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Knowledge-intensive business services (KIBS) such as IT development, IT outsourcing, and research and development (R&D) services have become a key component of most industrialized economies; they have been identified as an important source of employment growth in many countries and help improve the performance of firms belonging to most other sectors. KIBS have been discussed in innovation-related literature for over 15 years, with the assumption that models of innovation developed for manufacturing firms were not appropriate for them. This body of literature has also helped to identify the key characteristics and types of KIBS. However, although some empirical studies have investigated KIBS at the level of management -for example, how to manage customers' co-production processes -there has not been much research on how to successfully establish and manage engagements among KIBS providers, clients, and other collaborators. Moreover, informal conversations with KIBS professionals show that these activities are often approached in an ad hoc manner. Yet, given the importance of KIBS, taking a more systematic approach to their design and management could improve the contribution of knowledge-intensive business service activities to our economy. This article proposes a framework for the design and management of KIBS engagements. The framework has been developed from a multiple-case study of academic R&D service engagements, as one type of KIBS engagement. It consists of a set of information to be gathered and questions to be asked by professionals responsible for establishing, monitoring, and managing KIBS engagements. The information and questions are articulated around two key processes of collaborative value creation (or value co-creation) in KIBS engagements: i) the alignment of actors' interests, value propositions, and resources, and ii) the actors' ability to integrate the engagement's deliverables and outcomes as a basis for their perception of the engagement's value. Using this framework could help to establish more successful collaborations among KIBS providers, clients, and partners; it should also help to monitor the performance of a given KIBS engagement in terms of its collaborative processes, deliverables, and outcomes from the varied perspectives of participating parties. Although the framework accounts for these different and sometimes conflicting perspectives, it is intended to be used by KIBS provider firms whose success depends at least in part from their ability to manage collaborative relationships.

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The Emergence of Service Science: Toward Systematic Service Innovations to Accelerate Co‐Creation of Value

Cited by 590 publications

References 52 publications

A Business-Focused It Service Model for Cloud

A Business-Focused It Service Model for Cloud

An Integrated SS-VSA Analysis of Changing Job Roles

Designing and Managing Value Co-Creation in KIBS Engagements

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