The emerging perspective of Service Science for management and marketing studies: State of the art and research goals

Transcription

1 Ministero dell Istruzione, dell Università e Ricerca Cooper-Link Conference Universidad Torcuato di Tella Mid Sweden University Università di Cassino International Inter-University Research Cooperation Project The emerging perspective of Service Science for management and marketing studies The emerging perspective of Service Science for management and marketing studies: State of the art and research goals 1

2 Ministero dell Istruzione, dell Università e Ricerca Cooper-Link Conference Universidad Torcuato di Tella Mid Sweden University Università di Cassino 2 Cooper-Link Project Service Science (SSMED) Service Systems Smart Service Systems Service Science, Management, Engineering and Design think pad

3 Title: The emerging perspective of Service Science for management and marketing studies Partner: Università di Cassino (Italy) Mid Sweden University (Sweden) Universidad Torcuato di Tella (Argentina) 3 Purpose: The goal of this scientific and education cooperation program is to promote international debate and attention due to the emerging issue of service science, in order to foster research and to diffuse knowledge about it among scholars, doctorial students and, finally, among university students. With this premise, this project intends to favour the international diffusion of Service Science, increasing its community and the awareness of the issues proposed in international academic context.

4 Scientific Premises: The goal of Service Science is to nourish productivity, quality, and learning and innovation rates across the service sector. Services Sciences, Management, Engineering and Design hopes to bring together ongoing work in computer science, operations research, industrial engineering, business strategy, management sciences, social and cognitive sciences, and legal sciences to develop the skills required in a services-led economy. Unfortunately, this shift to focusing on services has created a skills gap, especially in the area of high value services, which requires people who are knowledgeable about business and information technology, as well as the human factors that go into a successful services operation. Many leading universities have begun exploring and investing in this area, working in tandem with thought leaders in the business world. The SSMED community is busily laying the groundwork to build this challenging new research area. 4

5 Project organization: Step 1: State of the art analysis and common scientific background definition Check point 1: Results sharing through a series of international call conferences among the partners Step 2: Research development in all three universities context Check point 2: Results sharing through an international workshop to be organized in Sweden, that will last at least a week. After this a series of lessons will be organized for PhDs and students Step 3: Research development in all three universities context Check point 3: Results sharing through an international workshop to be organized in Italy, that will last at least a week. After this a series of lessons will be organized for PhDs and students Step 4: Research development in all three universities context Final Check point 4: Results sharing through an international workshop to be organized in Argentina, that will last at least a week. After this a series of lessons will be organized for PhDs and students 5

6 Service Science is an IBM initiative (of Almaden Research Centre in US) that has involved hundreds of researchers worldwide in the attempt of promoting a new discipline capable of satisfying an emerging research issue: the study of Service Systems. It is indeed a multidisciplinary open source project, based upon many pillars represented by computer science, human behavior, organizational theory, industrial engineering, business strategy, management sciences, social and cognitive sciences, legal sciences. 6

7 In terms of Science it investigates what service systems are and how they evolve, referring to the roles of people, knowledge, shared information and technology, as well as the relevance of customers (as demand) inside production processes (as supply). In terms of Management it investigates how to improve efficiency evaluation, relations sustainability and systems relations. In terms of Engineering it develops new technologies, adequate approaches to promote information check, measurement and diffusion. 7 In terms of Design it deepens configurations techniques and studies to correctly structure service systems.

8 A change in condition or state of an economic entity (or thing) caused by another (Hill, 1977) Intangible and perishable created and used simultaneously (Sasser et al, 1978) Deed, act, or performance (Berry, 1980) Characterized by its nature, relationship with customer, decisions, economics, mode of delivery (Lovelock, 1983) 8 All economic activity whose output is not physical product or construction (Brian et al, 1987) An activity or series of activities provided as solution to customer problems (Gronroos, 1990) Deeds, processes, performances (Zeithaml & Bitner, 1996) A time-perishable, intangible experience performed for a customer acting in the role of co-producer (Fitzsimmons, 2001)

9 Employees involved (%) Cooper-Link Conference 100% 90% 80% Agricolture 70% Services in the world today: Service sector represents more than 75% of GDP in developed countries and more than 40% of global workforce (Fitzsimmons & Fitzsimmons, 2008). 60% 50% 40% 30% 20% Industry Services 9 10% 0% Time (Year)

10 Today firms orient their core on service, focusing a lot of business functions on service logics, following the evolving concept of Service. Services are intangible activities customized to the individual request of known clients (Pine and Gilmore, 2000) Service is defined as the application of specialized competences (Vargo and Lusch, 2004) Services as activities that are the object of exchange, (Edvarsson, 2005) Service is considered as a system of interacting and interdependent parts (Maglio et al, 2006) A service is generally regarded as work performed, a type of business, a provider/client interaction, an element of service is a process (Katzan, 2008) 10 Services can also be defined as a series of activities where resources are used in interaction with the customer in order to find a solution (Grönroos, 2008)

11 Goods are not the only subject of transaction, instead appearing as an instrumental (appliance) for the supply (provision) of services, seen as the real protagonists of interactions and agreements between parties to an exchange"; the price of tangible products (value in exchange) represents only the provision of an experience without the price (value in use) interconnected service, even the first could not even exist without the second"; is the service behind the product to be good and increase the value of a product ; "is the service to be really exchanged" (Vargo, Lusch, 2004). Service can be represented as a kind of interaction between entities in a reticular system, finalized to improve value co-creation outcomes under a win-win logic inside interrelated processes (Polese, Russo and Carrubbo, 2009). 11

12 Developments in global economic trends, such as demographic shift, self-service and web-based technologies, outsourcing and off-shoring, are transforming the ways of doing things, leading us to understand and manage the advances of our ability to design, improve, and scale service systems for business and societal purposes (e.g., efficiency, effectiveness, and sustainability). Today, service systems represent an emerging issue in economic research, rapidly comprising many specific topics and even innovation and quality, traditionally related to technologies and processes, now consequently declined, designed, observed. Service Systems can be considered articulated models of service supply and fruition, in which multiple active actors synergically participate in the value cocreation process, which is characterized by resource-sharing and common finality. 12

13 Emerging service systems studies shows how and how much any specific kind of systems can be read as something following first of all service logics. New reflections about value creation models were done for Service Systems, in which the form or nature do not influence the actors contribution (like participants, Alter, 2008) within a value generation process, highlighting indeed improving dynamic interactions between system elements and the relevance of resource allocation, collaborative advantages and the importance of alliances, of roles, and of cooperative strategies (Castells, 1996; Gulati, 1998; Capra, 2002). They are coherent with Service-Dominant logic and are based upon relational approaches to business (RBV) and marketing, fostering a many-to-many logics to business behaviour. Due to this participated process of value co-creation it well fits with the Viable System Approach (vsa) and with other network value creation models. 13

14 service systems represent value-co-creation configurations of people, technology, value propositions connecting internal and external service systems, and shared information (Spohrer et al, 2007); service system can simply be a software application, or a business unit within an organization, from a project team, business department, to a global division; it can be a firm, institution, governmental agency, town, city or nation; it can also be a composition of numerous collaboratively connected service systems within and/or across organizations (Qiu et al, 2007); every service system is both a provider and client of service that is connected by value propositions in value chains, value networks, or value-creating systems (Vargo et al, 2008); service systems can be understood and analyzed in terms of the elements of a work system (Alter, 2008); 14

15 service systems act as resources integrators, understandable in terms of elements of a work system (Spohrer, Anderson, Pass, and Ager, 2008); a service system is any number of elements, interconnections, attributes, and stakeholders interacting in a co-productive relationship that creates value (Spohrer, et al, 2008); service systems are socially constructed collections of service events. in a view of the servicescape (Katzan, 2008); A service system essentially is a social-technical system (Qiu, 2009); Suppliers and customers are complex service systems, performing actions in the market with the aim of reaching desired outcomes such as solutions and experiences (Polese and Mele, 2009); service systems are capable of enabling connections and interaction among all involved parties (Gummesson and Polese, 2009). 15

16 More win-win interactions, more value Requires investment roadmap 16 Source: IBM, 2008

17 If we don t have any interactions, not improving long run relationships, we can t see any form of reticular system, we can t see any system. In this case we have only a set of simple business units, a potential business centre with stand alone hypothetical connections, as showed below. Is this a system yet? VSA refers to these development stage as embryonic systems, since they have the potentiality to give birth to an effective system, but indeed they still differ from it. Simple Business Unit Potential Network Centre 17 Hypothetical Connections

18 We can note how this emerging system, this developing system can be related, according with the VSA, to a system in which relationships among systemic actors are still at a potential stage, with a relational pattern among actors that is not fully activated, or like a performing car with the engines off. Network. Not yet Service Value Network 18 Business Knot Net s Hub Static Relations

19 The actual activation of the relational pattern, finally, helps the realization of a completed system, as defined by VSA when the effective system comes to place in all its viability. To facilitate interactions development and to maintain system advantages, every system element must operate synergically in order to provide stability and equilibrium to all of involved entities (internal or external one) and to the system as a whole. System Element 19 System Government Completed System Dynamic Interactions

20 Simple Business Unit Inside a dense, articulated Potential Network andcentre complex pattern we can find many kind of systems with several Network. differences in terms of Not yet Service Value Network features, just like synergies, interactions, resource sharing, Business Units common finality, value co-creation, service oriented Cooperationsstructures, Shared competencies viability, both influencing organization strategies and policies Territorial Relationships (adaptation capacities, ability to foster potential connection and reticular relations, capability to maintain and improve system relationships within them and their system elements, capacity to managebusiness this relationships and to gain the government role), Knot considered more confident for modern Economy, and leading their behavior to the same final purpose to survive! Net s Hub System Governement System Element Business Systems Networked Interactions Synergical Relationships Resources Sharing Common Finality Value Co-creation Service centred Service Value Network 20

21 21

22 Recent developments in Service Science Research led to a new concept of service systems, arriving to define characteristics of Smart Service Systems (SSS). SSS join advances in IT tools and the evolution in reflections about systems dynamic interactions, adaptive skills, sustainable development, enhanced learning, reconfiguration capacities, service innovation (IfM, IBM, 2008) in complex environments (Basole and Rouse, 2008; Demirkan et al., 2008), all converging toward something more smart than we use to consider, generally referable, going up to a sort of Smarter Planet (IBM, 2009). The evolving and arising role of interconnections, enablers, measures, standard quality, procedures represent the theoretical evidences of this evolution; smart utility network and metering, smart transportation, consumer driven supply chains, intelligent oilfields, manufacturing productivity, instead, are the nowadays practical applications (Barile, Polese, 2010) as system capable of serving customers better (this could be applied to water consumption and use, electricity distribution and management, public transportation, education, healthcare, etc.). 22

23 But what are the main features of a smart service systems, how we can decline new relevant elements for this kind of systems. In sum: What we really intend for smart? How many perspective have to consider this? When smarter condition occur? Are any IT systems able to get smart? How we can improve a system to consider it as smart? What are direct implications for business, managerial and organizational models? 23

24 Instrumented, Interconnected, Intelligent (More measurement data, More networks, More learning and adaptation) Smarter systems serve customers better and improve quality of life, creating more opportunities for win-win, or benefit-benefit, interactions: resulting in measurable resource access & value-cocreation for multiple stakeholders. Smart traffic systems Intelligent oil field technologies Smart food systems Smart healthcare Smart energy grids Smart retail 24 Smart water management Smart supply chains Smart countries Smart weather Source: Smart regions Smart cities

25 25

26 Ministero dell Istruzione, dell Università e Ricerca Cooper-Link Conference Universidad Torcuato di Tella Mid Sweden University Università di Cassino International Inter-University Research Cooperation Project The emerging perspective of Service Science for management and marketing studies Service Science: Knowledge domains and involved disciplines 26

27 Information Science 2. Service Operations & Manag. 3. Service Engineering 4. Service Marketing Social complexity 6. Computational Economy 7. Organization Innovation Management 9. Experimental Economy 10. AI & Games 11. Information Systems 12. Computer Supported Collab. Work (CSCW) 13. Business support systems Technology Tecnology Information Science 15. HR Management 16. Organizational Theories Low 27. Sociology 28. Education 17. Operations Research 18. Systems Engineering 19. Management Science 20. Games Theory 21. Industrial Engineering Marketing 23. Management Psicology Prima del Business Administration 25. Economics

28 Ecology (Value-Cocreation Diversity) Entities (Systems) Interactions (Networks) Outcomes (Value Changes) Value Proposition Based Interactions Governance Mechanism Based Interactions 28 Access Rights Measures (Rankings) lose-win win-win Resources Stakeholders (Roles) lose-lose win-lose Source:

29 SSMED Foundations Resources: Everything that has a name and is useful can be viewed as a resource Entities: Some complex resource configurations can initiate actions, and these are called service system entities (or just entities, or sometimes just service systems) Access rights: dealing with the social norms and legal regulations associated with resource access and usage. Value Co-creation Interactions: Also known as value-proposition-based interaction mechanisms Governance Interactions: Intuitively, governance mechanisms are a type of valueproposition between an authority service system entity and a population of governed service system entities Outcomes: When service system entities interact, value-co-creation is only one of the possible outcomes. Stakeholders: The four primary types of stakeholders are customer, provider, authority, and competitor Measures: The four primary types of measures are quality, productivity, compliance, and sustainable innovation Networks: Also known as service system networks, service systems entities interact with other service system entities (normatively) via value-propositions Ecology: Also known as service system ecology, the macro-scale interactions of the populations of different types of service system entities Main Focus Useful instruments for activities Openness of evolving systems Supra-Systemsrelevance Joint process within Service Systems Common finality, internal and external equilibrium Value intended in an extended way Contextual influencesand self-regulation Up to now only qualitative Networked embeddedness Service Ecosystems 29

30 To Get Started On SSME: A Whitepaper for Multiple Stakeholders 1. Emerging demand 2. Define the domain 3. Vision and gaps 4. Bridge the gaps 5. Call for actions Service Innovation Service Systems Service Science Stakeholder Priorities The white paper offers a starting point to - Growth in service GDP and jobs Service quality & productivity Environmental friendly & sustainable Urbanisation & aging population Globalisation & technology drivers Opportunities for businesses, governments and individuals Customer-provider interactions that enable value cocreation Dynamic configurations of resources: people, technologies, organisations and information Increasing scale, complexity and connectedness of service systems B2B, B2C, C2C, B2G, G2C, G2G service networks To discover the underlying principles of complex service systems Systematically create, scale and improve systems Foundations laid by existing disciplines Progress in academic studies and practical tools Gaps in knowledge and skills Education Skills & Mindset Research Knowledge & Tools Business Employment & Collaboration Government Policies & Investment Develop programmes & qualifications Encourage an interdisciplinary approach Develop and improve service innovation roadmaps, leading to a doubling of investment in service education and research by Glossary of definitions, history and outlook of service research, global trends, and ongoing debate

31 Natural Science Natural Science Gray Area Systems Science Service Science Service Science Explain Evolution of Entities & Interactions Cooper-Link Conference Evolving Complexity of Natural Worlds and Service Worlds (Natural: Physical Systems Energy and Matter) (Service: Physical Symbol Systems Value and Resources) Service: Information (Globally Integrated Formal Service System Entities) Service: Economics & Law (Formal Service System Entities) Service: Anthropology (Informal Service System Entities) Natural: Biology (Neural & Social Organisms) 31 Natural: Biology (Multi-Cell Organisms) Natural: Biology (Uni-Cell Organisms) Natural: Chemistry (Molecules) Natural: Physics (Atoms)

32 STATIC Distinctive Resource Competences Common Purpose Information Relations Know How Operations Tools Links Clients DYNAMIC Resource Sharing Knowledge Convergence Communication Interactions Learning Experiences ICTs (SOA) Enabling Service Partners Service Oriented Approach - dynamic expressions of static 32 elements

33 Value Chain (Porter, 1985) Value System (Porter, 1990) Value Constallation (Normann, Ramirez, 1995) Service Value Network (Allee, 2000) Viable Systems (Golinelli, 2000/10; Barile, 2000/08) Service Provision Chain (Vargo, Lusch, 2004) Service Systems (Maglio, Spohrer, 2006) Service Value Chain (Alter, 2008) Service Ecosystem (Vargo, Lusch, 2009) Smart Service Systems (AA.VV.) Cooper-Link Conference 33

34 34

35 Various important Academic institutions have introduced courses and school focused on SS Berkeley: Information and Service Design MIT: Center for Engineering Systems Fundamentals Other: ~30 Universities in the world And programs for graduated students: MBA: Master of Business Administration 35 The educational model has been defined T-Shaped, in the attempt to render, also visually, various scientific pillars : System Science, Business Management, Computer Science

36 36