The collection and preservation of moths, butterflies and other insects

1 online resource (PDF, 4 pages)This archival publication may not reflect current scientific knowledge or recommendations. Current information available from the University of Minnesota Extension: https://www.extension.umn.edu

Spiders

1 online resource (PDF, 2 pages)This archival publication may not reflect current scientific knowledge or recommendations. Current information available from the University of Minnesota Extension: https://www.extension.umn.edu.Biege, C. Richard; Ascerno, Mark E.. (1979). Spiders. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/206912

Exploring the journey to services

Firms are increasingly providing services to complement their product offerings. The vast majority of studies on the service journey, also known as servitization or service transition, examine the challenges and enablers of the process of change through cases studies. Investigations that provide an in-depth longitudinal analysis of the steps involved in the service journey are much rarer. Such a detailed understanding is required in order to appreciate fully how firms can leverage the enablers while overcoming the challenges of servitization. This study investigates what does a service journey look like? It analyzes in some detail the actual service journeys undertaken by three firms in the well-being, engineering and learning sectors. The paper offers four contributions. First, in the change literature, there are two dominant theories: The punctuated equilibrium model and the continuous change model. This study demonstrates that servitization follows a continuous change rather than a punctuated equilibrium. It shows that such continuous change is neither logical nor structured but much more emergent and intuitive in nature. Second, the study provides empirical evidence to support a contingency view of the dominance and sequencing of the different process models of change across the change journey. Third, this research shows the pace of service development and when the coexistence of basic, intermediate and complex services occurs. Finally, it contributes to the literature in the service field by presenting three actual service journeys and the associated seven stages of the service strategy model that organizations should consider when managing their service journeys

Servitization as an innovation process: Identifying the needs for change

In the past, innovation efforts in industry were focused on tangible product innovations. Debating the topic of servitization has led to an expanded view of innovation. Intangible product innovations are an opportunity to complement innovation strategies. However, the practices and tools that facilitate creating tangible innovations have failed for intangible innovations. Therefore, many manufacturers hesitate to develop new services or Product Service Systems (PSS). With this background, this chapter presents a concept for managing a systematic innovation process with respect to specific challenges of intangible innovations. This managerial innovation model is based on case studies of servitizing manufacturing industries. The insights derived from actively applying industrial servitization processes were bundled into a generic procedure. The presentation of this generic procedure is organised into five sections: After an introduction, the second section provides a literature summary on service innovations in industrial firms. Then, we present the challenges of servitization processes identified in case studies and characterise the new innovation model