The Stakeholders of a User-Centred Design Process in Mobile Service Development

Abstract

The use of agile methods in mobile service development has gained much attention in software design research. In addition, involving the potential stakeholders of the mobile service in the design and development process has become vital in achieving the best service experience. Many application development methodologies, such as user-centred design (UCD), ensure that stakeholders have direct involvement in the design and development. This paper describes experiences of designing a mobile concept where various stakeholders, such as tourism companies, target application users, business experts and the application developers, were involved in the design and development process. The main focus of this paper is the roles and contributions of stakeholders in mobile services for outdoor activities such as kayaking, hiking and biking. These outdoor activities are associated with different functional and non-functional requirements that are essential considerations during the design and development process. Therefore, we utilized the UCD principle as an appropriate method of involving all stakeholders in the design process, and we show that hearing the stakeholders' voice is vital in the design of outdoor-based mobile service development.

Business Models and Sustainability in Nature Tourism: A Systematic Review of the Literature

“…The co-creation concept and the role of stakeholders are among the mentioned concerns and purposes of four studies that discuss the active engagement of stakeholders within the value network [72,73] and users' experiments [70,71]. Finally, two other articles address other features of business model design, specified as customer interface through information processes [63], and customer segmentation [47].…”

“…Moreover, as claimed by Massa et al [77], the real attributes used when business models are viewed as descriptive tools can emerge through "novel ways of organizing business" and an "early notion of disruptive technologies/innovation" (p. 79). Examples can be testing the prototypes and technologies known as "minimum viable products" in Alamäki and Dirin [70] and the "collaborative commerce" mechanism in Hsiang et al [73]. A business model as a descriptive tool describing social enterprise activities can also be defined across interactions between the company and the community, as in Peric and Djurkin [72].…”

“…For example, institutional innovation is emphasized through innovative business models [50,61,73], BMIs [54,63], and collaborative innovation in providing services [71] which may result in the innovations in processes and services. Moreover, the service innovations are applied together with process innovation within the literature as unique experiences stemming from innovation designs [61] and innovative service apps through co-creative processes [70]. BMI is highlighted as encompassing various types of product, process, marketing, and organizational innovation [54].…”

“…Information and Technology Management (four articles) in the journals, Interdisciplinary Studies Journal [70], Idimt-2015: Information Technology and Society Interaction and Interdependence [71], Kybernetes [72], and International Journal of Information Technology and Management [73].…”

Managing Emotional Requirements in a Context-Aware Mobile Application for Tourists

“…Thus, there are some cultural and social factors that emotionally influence the behavioral intention to use mobile applications. Alamäki and Dirin [30] state that the early involvement of key stakeholders in the design phase of mobile services ensures that end-users' emotional and cognitive needs will be more likely to be embedded in the final mobile service, which increases the potential behavioral intention to use the mobile service.…”