Towards a Context-Aware Knowledge Model for Smart Service Systems

The advancement of the Internet of things, big data, and mobile computing leads to the need for smart services that enable the context awareness and the adaptability to their changing contexts. Today, designing a smart service system is a complex task due to the lack of an adequate model support in awareness and pervasive environment. In this paper, we present a context-aware knowledge model for smart service systems that organizes the domain and context-aware knowledge into knowledge components based on the three levels of services: Services, Service system and Network of service systems. The context-aware knowledge model for smart service systems integrates all the information and knowledge related to smart services, knowledge components and context awareness that can play a key role for any framework, infrastructure, or applications deploying smart services. To demonstrate the approach, a case study about a chatbot as a smart service for customer support is presented

Expanding understanding of service exchange and value co-creation: A social construction approach

According to service-dominant logic (S-D logic), all providers are service providers, and service is the fundamental basis of exchange. Value is co-created with customers and assessed on the basis of value-in-context. However, the extensive literature on S-D logic could benefit from paying explicit attention to the fact that both service exchange and value co-creation are influenced by social forces. The aim of this study is to expand understanding of service exchange and value co-creation by complementing these central aspects of S-D logic with key concepts from social construction theories (social structures, social systems, roles, positions, interactions, and reproduction of social structures). The study develops and describes a new framework for understanding how the concepts of service exchange and value co-creation are affected by recognizing that they are embedded in social systems. The study contends that value should be understood as value-in-social-context and that value is a social construction. Value co-creation is shaped by social forces, is reproduced in social structures, and can be asymmetric for the actors involved. Service exchanges are dynamic, and actors learn and change their roles within dynamic service systems

An Integrative Design Framework for New Service Development

Service innovation is focused on customer value creation. At its core, customer-centric service innovation in an increasingly digital world is technology-enabled, human-centered, and process-oriented. This requires a cross-disciplinary, holistic approach to new service design and development (NSD). This paper proposes a new service strategy-aligned integrative design framework for NSD. It correlates the underlying theories and principles of disparate but interrelated aspects of service design thinking: service strategy, concept, design, experience and architecture into a coherent framework for NSD, consistent with the service brand value. Application of the framework to NSD is envisioned to be iterative and holistic, accentuated on continuous organizational and customer learning. The preliminary framework's efficacy is illustrated using a simplified telecom case example. © Springer International Publishing Switzerland 2014

Modelling Co-Creation Ecosystem for Public Open Spaces

Co-creation can be defined as the involvement of citizens in the initiation and/or the design process of public services in order to (co)create beneficial outcomes and value for society. Mediated public open spaces are ideal environments for co-creation to emerge due to the involvement of the community and ICT in the knowledge creation. The aims of the research presented in the chapter are two-fold: to conduct a mapping activity in order to collect the insights on civic technologies promoting the creation of open public spaces through the use of ICT and to define the critical dimensions in designing cocreative ecosystems. The mapping strategy was conducted by evaluating the civic technologies in Lithuania and Bulgaria. The insights from the empirical exercise allow to draw managerial and organizational recommendations for strengthening the collective efforts of citizens, IT developers, public and governmental institutions in creating open, inclusive and reflective open public spaces

The manufacturer's value chain as a service - the case of remanufacturing

Manufacturing enterprises globally have already largely adopted the product-service strategy into their operations. However, due to gradual commoditization of services, manufacturing enterprises will have to further extend this strategy. One possibility is for manufacturers to servitize, not only their final products, but also a part of their value chain, with the aim of increasing their long-term competitive advantage. In this article, the application of servitization to remanufacturing, as a set of operational and business competences and processes, is conceptualized. By offering remanufacturing as a service, manufacturers will create an additional revenue stream. The synergies created from integrating remanufacturing into an enterprise with a product-service system are scrutinized. The impact of offering remanufacturing as a service (servitizing) is then assessed from the perspective of the competitive advantage of both, the provider and the consumer of the service. Three main sets of implications are identified. The first is that the integration of remanufacturing into a product-service system could increase customer satisfaction through a larger service scope and higher service quality, while decreasing operational costs. Furthermore, it is shown that the higher the level of servitization, the stronger is the positive impact of remanufacturing. The second set of results shows that servitizing remanufacturing can substantially increase the competitive advantage of both the provider and the consumer. While the first two sets of results have industrially oriented implications, the third set constitutes a theoretical contribution through the proposal and conceptual validation of extension of the application of servitization theory. Finally, while the reasoning is of a conceptual nature, it is based on established theories and includes remanufacturing-related industrial cases as a basis for assessment

A Return on Our Experience of Modeling a Service-oriented Organization in a Service Cartography

We present a longitudinal project using action design research, which is a four-year collaboration between two EPFL entities: The research Laboratory for Systemic Modeling (LAMS) and EPFL’s IT department, called the VPSI. During that time the VPSI was going through a transformation into a service-oriented organization. The research project began as an open-ended modeling of some of the VPSI processes. It slowly matured into the design and development of a visualization tool we call service cartography. During this research, we learned that, to successfully apply service-orientation, focusing purely on IT architecture and end-customer value is not enough. Attention must be given to the exchange of internal services between the service organization members and their alignment with the services expected by the external stakeholders. In this paper we present the evolution of (1) our understanding of what services are, and (2) our conceptualization of how the service cartography facilitates the service-oriented thinking

Business process management and supply chain collaboration: a critical comparison

The link between a firm and supply chain (SC) members has been recognised as one of the key issues for ensuring business success and achieving competitive advantage. Indeed, working across organisational boundaries is required to accomplish effective responses to customers’ needs. Our preliminary research confirmed that there are positive relationships between business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. This study is a step further and uses a multiple case design to illuminate the results and gain a greater understanding from extensive discussions about these relationships. By means of semi-structured interviews, the three main issues were identified as: (1) the link between BPM and organisational performance; (2) the link between BPM and SCC; and (3) the contextual factors and benefits achieved from working collaboratively with SC partners. The different scenarios of the link between BPM and SCC were developed in a taxonomy, and the case studies were used to illustrate the experience of intra- and inter-organisational practices in the developing economy of Thailand. The case studies’ results explain in depth that both BPM and SCC are important for improving organisational performance and competitiveness. BPM not only improves organisational performance directly, but also assists with collaborative activities that in turn help to improve internal capabilities. Additionally, the comparisons in issues relating to firm size, industry type, relationship closeness and relationship length were also included in this study