Demirkan / Spohrer / Krishna The Science of Service Systems

1. Auflage 2011
ISBN: 978-1-4419-8270-4
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 360 Seiten

Reihe: Service Science: Research and Innovations in the Service Economy

The Science of Service Systems intends to stimulate discussion and understanding by presenting theory-based research with actionable results. Most of the articles focus on formalizing the theoretical foundations for a science of service systems, examining a wide range of substantive issues and implementations related to service science from various perspectives. From the formal (ontologies, representation specifications, decision-making and maturity models) to the informal (analysis frameworks, design heuristics, anecdotal observations), these contributions provide a snapshot in time of the gradually emerging scientific understanding of service systems. The Science of Service Systems, along with its companion text, Service Systems Implementation, is designed to present multidisciplinary and multisectoral perspectives on the nature of service systems, on research and practice in service, and on the future directions to advance service science. These two volumes compose a collection of articles from those involved in the emerging area known as service science.

Autoren/Hrsg.

Demirkan, Haluk

Spohrer, James C.

Krishna, Vikas

Inhaltsverzeichnis

1;Foreword;6
2;Preface;10
3;Contents;12
4;Bibliography of the Contributors;14
5;Testimonials;24
6;Introduction of the Science of Service Systems;26
6.1;1 Why the Science of Service Systems?;26
6.2;2 Service Systems Are the Basic Abstraction;26
6.3;3 Concluding Remarks;33
6.4;References;35
7;Embedding the New Discipline of Service Science;37
7.1;1 Introduction;37
7.2;2 Service Science and Its Distinctiveness;40
7.3;3 Reductionism;41
7.3.1;3.1 Assumptions in Reductionist Thinking;42
7.4;4 Systems Thinking;43
7.4.1;4.1 Emergence;43
7.4.2;4.2 Core Systems Ideas;44
7.5;5 Revisiting Reductionism;46
7.6;6 Service Science Research Agenda: Issues for Knowledge Production;48
7.6.1;6.1 The Need for More Appropriate Simplification in Service;48
7.6.2;6.2 The Need to Look Forward;49
7.6.3;6.3 The Role of Technology Changes the Service System and Vice Versa;50
7.6.4;6.4 The Need to Integrate Social Sciences (and Business), Engineering and Technology for Customer Value Co-creation;51
7.6.5;6.5 Service Science Could Be a Disruptive Science;52
7.6.6;6.6 Service Science as an Emerging Discipline;53
7.7;7 Conclusion;55
7.8;8 Implications for Research and Practice;56
7.9;References;56
8;Key Dimensions of Service Systems in Value-Creating Networks;60
8.1;1 Introduction;60
8.2;2 Service Systems and Value Co-creation;61
8.3;3 Concepts and Perspectives of Value;62
8.4;4 Key Dimensions of Service Systems;65
8.4.1;4.1 Customers;66
8.4.2;4.2 People;67
8.4.3;4.3 Information;68
8.4.4;4.4 Technology;69
8.5;5 Value Proposition, Acceptance, and Fulfilment;70
8.6;6 Roles of the Key Dimensions in the Value Process;71
8.7;7 Building Value-Creating Networks;74
8.7.1;7.1 The Social Net;75
8.7.2;7.2 The ICT Net;76
8.7.3;7.3 The Integrated Net;76
8.8;8 Conclusions and Implications;78
8.8.1;8.1 Main Conclusions;78
8.8.2;8.2 Managerial Implications;78
8.8.3;8.3 Implication for Researchers;79
8.9;References;79
9;Making a Science of Service Systems Practical: Seeking Usefulness and Understandability while Avoiding Unnecessary Assumptions;83
9.1;1 Desired Characteristics of Basic Concepts;83
9.2;2 What Are Services?;84
9.3;3 What Are Service Systems?;87
9.4;4 Is the Second Definition of Service System Practical?;90
9.5;5 Conclusion;93
9.6;References;94
10;Flexible Service Systems;95
10.1;1 Introduction;95
10.2;2 Service Systems;96
10.2.1;2.1 Foundation;96
10.2.2;2.2 Properties of Service Systems;98
10.2.2.1;2.2.1 Diversity;99
10.2.2.2;2.2.2 Complexity;99
10.2.2.3;2.2.3 Dynamism;100
10.2.2.4;2.2.4 Value Creation;100
10.3;3 Flexible Process Graphs;101
10.4;4 Formalization of Service Science Environments;104
10.5;5 Example of a Service Science Environment;106
10.5.1;5.1 Research Group;107
10.5.2;5.2 Enterprise;108
10.5.3;5.3 Legal Authority;108
10.5.4;5.4 Shared Environment;109
10.6;6 Conclusion;110
10.7;References;111
11;Semantics for Smart Services;113
11.1;1 Introduction and Motivation;113
11.2;2 Goal and Structure of the Chapter;115
11.3;3 Towards a Formalization of Services;116
11.3.1;3.1 Fluents, States, and Conditions;117
11.3.2;3.2 Actions;118
11.3.3;3.3 Services;119
11.3.4;3.4 Goals;119
11.4;4 Semantic Service Systems;120
11.5;5 Smart Service Systems;122
11.5.1;5.1 Planning and Execution of Plans;122
11.5.1.1;5.1.1 Indeterminacy;123
11.5.2;5.2 What Can Be Done with Service Planning?;123
11.6;6 Lessons from the Web Service Domain;124
11.7;7 Conclusion;126
11.8;References;127
12;Designing Auctions for Coordination in Service Networks;128
12.1;1 Introduction;128
12.2;2 Market Engineering;130
12.2.1;2.1 Markets and Auctions;131
12.2.2;2.2 Structured Design Approach;133
12.3;3 Environmental Analysis: Service Value Networks;135
12.3.1;3.1 Definition and Characteristics;136
12.3.2;3.2 Formal Network Model;137
12.3.3;3.3 Examples;138
12.4;4 Design and implementation: Coordination Through Auctions in Service Value Networks;142
12.4.1;4.1 Why Auctioning a Complex Service?;143
12.4.2;4.2 Mechanism Design Desiderata;145
12.4.3;4.3 Web Service Coordination;145
12.5;5 Conclusion;147
12.6;References;148
13;Service Systems Modeling: Concepts, Formalized Meta-Model and Technical Concretion;151
13.1;1 Potentials of Service Systems Modeling;151
13.2;2 Adaption of a System Approach for Service Modeling;153
13.3;3 Towards a Service System Meta-Model;154
13.3.1;3.1 Modeling Theory;155
13.3.2;3.2 Analysis and Concept Extraction;156
13.3.3;3.3 Concept Representation;156
13.4;4 Service Systems Meta-Model;157
13.4.1;4.1 Component Model;158
13.4.2;4.2 Resource Model;159
13.4.3;4.3 Product Model;162
13.4.3.1;4.3.1 Graphs;163
13.4.3.2;4.3.2 Cardinalities;164
13.4.3.3;4.3.3 Non-hierarchical Dependencies;165
13.4.4;4.4 Process Model;166
13.5;5 Final Discussion and Implications;166
13.6;References;167
14;Onto-ServSys: A Service System Ontology;170
14.1;1 Introduction;170
14.2;2 Research Approach;171
14.3;3 Theoretical Background on Service Systems Conceptualizations;173
14.4;4 Conceptual Design and Validation of Onto-ServSys;177
14.4.1;4.1 Task 1: Definition of Domain, Scope, Competency, and Design Goals of the Ontology;177
14.4.2;4.2 Task 2: Identification of Knowledge Sources;178
14.4.3;4.3 Task 3: Initial Identification and Organization of Ontological Components (Concepts, Hierarchy of Concepts, Interrelationsh;178
14.4.4;4.4 Task 4: Evaluation and Refinement of Ontology;180
14.5;5 Conclusions;184
14.6;References;186
15;A Framework that Situates Technology Research Within the Field of Service Science;193
15.1;1 Introduction and Motivation;193
15.2;2 Related Work;195
15.3;3 A Framework for Relating Technology Research to Service Science;195
15.4;4 Using the Framework to Relate IS Research to Service Science;200
15.5;5 Conclusions and Future Work;203
15.6;References;204
16;Customer-Driven Value Co-creation in Service Networks;207
16.1;1 Introduction;207
16.2;2 Related Literature;209
16.2.1;2.1 Provider Centric SDL;209
16.2.2;2.2 Provider Centric SVN;210
16.3;3 Extended Value Co-creation Framework;212
16.3.1;3.1 The Framework;213
16.3.2;3.2 Case Scenarios;215
16.4;4 Customer-Driven Value Co-creation in SVNs;218
16.4.1;4.1 Model of Customer-Driven SVN;218
16.4.1.1;4.1.1 Representation of Customer-Driven SVN;219
16.4.1.2;4.1.2 Comparing the Four SVN Variations;221
16.4.1.3;4.1.3 Implications to Service Science;221
16.5;5 Conclusion;222
16.6;References;223
17;Towards Service System Governance: Leveraging Service System Grammar to Empower Value Co-creation;225
17.1;1 Introduction;225
17.2;2 Creating Service Systems Ensure Context and Content Fit in a Global Sourcing Environment;226
17.2.1;2.1 Multi-sourcing and Global Service Delivery;226
17.2.2;2.2 Business and Technology - Architecture and Design;227
17.2.3;2.3 Service System Grammar;229
17.3;3 Service System Grammar Lays the Foundation for Simple Service System Governance;230
17.3.1;3.1 Service Oriented Governance and Service System Governance;230
17.3.1.1;3.1.1 Level 1 - Service Sequence;231
17.3.1.2;3.1.2 Level 2 - Decision and Feedback;231
17.3.1.3;3.1.3 Level 3 - Human Interaction;232
17.3.1.4;3.1.4 Level 4 - Straight Through Aggregation;232
17.3.2;3.2 Simple Governance Coordinating Architecture and Design;233
17.4;4 Service Systems Provide the Structure to Enable Detailed Accountability;234
17.4.1;4.1 Knowledge Worker Accountability;234
17.4.2;4.2 Service Owners;235
17.4.3;4.3 Business Analysts;235
17.4.4;4.4 Technology Architects;236
17.4.5;4.5 Organization Behavior;236
17.5;5 Service System Grammar Establishes Service Perspectives to Allow Architecture and Design Streamlining Governance;238
17.5.1;5.1 Service System Perspectives;238
17.6;6 Service Value Chain Perspective;239
17.6.1;6.1 Service Co-creation Perspective;240
17.6.2;6.2 Service Engineering Perspective;241
17.6.3;6.3 Service Governance Perspective;241
17.7;7 Service System Governance Focuses with the Service System Grammar on the Strategy Driven Control of Value Creation;243
17.7.1;7.1 Service Innovation Structure;243
17.7.2;7.2 Embedded Value Proposition;244
17.8;8 Conclusion;245
17.9;References;246
18;Service Science: The Opportunity to Re-think What We Know About Service Design*;248
18.1;1 Introduction;248
18.2;2 Why Service Design Needs Re-examining;249
18.3;3 Service Delivery System;250
18.4;4 Service Architecture;251
18.5;5 A Hierarchical View of Service Architecture;253
18.6;6 Modelling for Service Design Decision Making;255
18.7;7 Platforms;257
18.8;8 Service Supply Chain/Network;257
18.9;9 The Challenge of Diversity;258
18.10;10 Service Architecture and Service Oriented Architecture;259
18.11;11 Towards a Future Agenda;260
18.12;References;260
19;Service Science Learning: Exploring the Challenge of Cross Disciplinary and Academia-Company Collaboration;262
19.1;1 Introduction;262
19.2;2 Exploring the Learning Challenge;264
19.3;3 Integrative Problem Based Learning;267
19.4;4 Problem Based Case Examples;268
19.5;5 Conclusion;270
19.6;References;271
20;An Engineering Perspective on Service Science*;273
20.1;1 Introduction;273
20.2;2 Challenges for Engineering in SSME;274
20.3;3 Engineering for Future Service Models;280
20.4;4 Summary;282
20.5;References;282
21;Service Systems in Changing Paradigms: An Inquiry Through the Systems Sciences;283
21.1;1 Introduction: Structural Changes in the World Economy Call for an Inquiry into the Understanding of Service Systems Amongst S;284
21.1.1;1.1 Challenge: Our Prior Understanding of Service Systems Is Inadequate for Societal Challenges that We Foresee in the Twenty-F;285
21.1.2;1.2 Approach: Developing the Coherency and Validity of a Science of Service Systems Requires Engagement with Multiple Realities;285
21.1.3;1.3 Desired Future: T-Shaped People Should Have Not Only a Depth in a Domain of Service Systems, But Also an Appreciation of th;286
21.2;2 As Paradigms on Service Systems Shift, Alternative Inquiring Systems Support Learning Through a Program of Action Science;287
21.2.1;2.1 The Science of Service Systems Is Immature, Catching Up with Twenty-First Century Technological, Economic and Social Change;288
21.2.2;2.2 Intelligibility on Service Systems Amongst Scientists, Managers, Engineers and Designers Can Be Enabled Through Foundations;289
21.2.3;2.3 The Validity of Analytic-Deductive Inquiry and Inductive-Consensual Inquiry Can Be Re-established by Sweeping in Knowledge ;291
21.2.4;2.4 Action Science Is an Appropriate Approach for Knowledge Generation on Service Systems in Theory and in Practice;292
21.3;3 The Coherency of Service Systems Can Be Examined As Multiple Realities Framed with a Variety of Systems Science Concepts;293
21.3.1;3.1 Service Systems, Business Models, Value Creation: Why Study Service Systems?;294
21.3.2;3.2 Ignorance and Knowledge: Which Aspects of Services Systems Are Known, Knowable and Unknowable?;295
21.3.3;3.3 Boundary: Where Do We Draw Lines Delimiting Service Systems from Their Environments?;295
21.3.4;3.4 Order, Purpose and Self-Organization: Which Parts of Service Systems Should Be Actively Designed, and Which Parts Should Em;296
21.3.5;3.5 Living, Being, Becoming: Can Service Systems Effectively Evolve?;296
21.3.6;3.6 Energy and Complexity: How Can Service Systems Be Sustainable?;297
21.3.7;3.7 Form, Networks and Power Laws: Over Which Scales, Scopes and Speeds Can Service Systems Effectively Function?;297
21.3.8;3.8 Information, Communication and Meaning: How Can Service Systems Be Coordinated?;298
21.3.9;3.9 Coevolution, Competition and Variety: How Can a Service System Operate in the Context of Others?;298
21.3.10;3.10 Aesthetic, Ethics and Morals: What Impacts Can Service Systems Have on the Human Condition?;299
21.3.11;3.11 Acknowledging Systemic Frames Opens Up Additional Realities on Which the Coherency of Service Systems Can Be Examined;299
21.4;4 The Validity of Understanding on Service Systems Can Be Improved Through the Dialectic of Multiple Perspectives;300
21.4.1;4.1 Conversations from Multiple Perspectives Can Induce a Variety of Service System Designs;300
21.4.2;4.2 A Theory-Building Position on System Models in a Service Economy Frames a Matrix with Types of Resources and Ethos;301
21.4.2.1;4.2.1 System Inputs Acknowledging Services Include Natural and Social Features of Resources;301
21.4.2.2;4.2.2 System Processes and Outputs Acknowledging Services Include Human Engagement in Practices;302
21.4.2.3;4.2.3 A Matrix of Nine Types of System Models Result from Crossing Types of Resources and Ethos;304
21.4.3;4.3 In an Action Science Approach, this Position Seeks a Dialectic Through Which Mutual Learning Can Occur;305
21.5;5 Maturity in Service Systems Will Be Marked with T-Shaped People Having Deep Knowledge in a Type and/or a Feature, and General;306
21.5.1;5.1 Scientists, Engineers, Managers and Designers Should Clearly See Domains of Knowledge As Generic, or for a Type or Part of ;306
21.5.2;5.2 The Legacy of Industrial Age Thinking Still Looms Large on Service Systems;307
21.5.3;5.3 When a ``Conventional Wisdom´´ on Service Systems Has Been Established, the Breadth of Depth of Knowledge for T-Shaped Peop;308
21.6;References;309
22;Service Customization Research: A Review and Future Directions;313
22.1;1 Introduction;314
22.1.1;1.1 Definitions;315
22.1.2;1.2 Service Customization;316
22.2;2 Product Mass Customization;317
22.2.1;2.1 Frameworks;317
22.2.2;2.2 Implementing Successful Mass Customization;322
22.2.3;2.3 Customization System Design;325
22.2.4;2.4 The Effect of Customization on Channel Members;327
22.3;3 Nature of Service and Customization: The Extant Perspective;327
22.3.1;3.1 Background of Services;328
22.3.2;3.2 Implications for Service Customization;329
22.3.3;3.3 Service System Design;330
22.3.4;3.4 Variability in Service Provision;332
22.4;4 Framework for Service Customization and Design;333
22.5;5 Research Issues and Future Directions;335
22.5.1;5.1 Customization and Service Product;336
22.5.2;5.2 Customization Through Co-creation;336
22.5.3;5.3 Customization and Service Pricing;337
22.5.4;5.4 Customization and Customer Selection;337
22.6;6 Conclusions;338
22.7;References;338
23;Service and Science;341
23.1;1 Introduction;341
23.1.1;1.1 Two Fundamental Questions;341
23.1.2;1.2 An Emerging Community;342
23.1.3;1.3 Majority and Minority Views;345
23.2;2 What Is Service?;346
23.2.1;2.1 Tangible Versus Intangible;346
23.2.2;2.2 Ownership Versus Access;347
23.2.3;2.3 Production Versus Coproduction/Transformation;347
23.2.4;2.4 Outsourcing and Servitization;348
23.2.5;2.5 Other Disciplines Join In;348
23.2.5.1;2.5.1 Economics;349
23.2.5.2;2.5.2 Marketing;349
23.2.5.3;2.5.3 Operations;349
23.2.5.4;2.5.4 Computer Science;349
23.2.5.5;2.5.5 Systems Engineering;350
23.2.5.6;2.5.6 Design and Psychology;350
23.2.5.7;2.5.7 Service Science;350
23.2.6;2.6 Enter Service-Dominant Logic;350
23.2.7;2.7 New Questions;351
23.2.8;2.8 Holistic Service Systems;352
23.3;3 Where Is the Science?;355
23.4;4 AEIOU Theory (Abstract Entity-Interaction-Outcome-Universals);359
23.5;5 Produce-Distribute-Consume Model;366
23.6;6 Concluding Remarks;368
23.7;References;370