Service science research, strategy and innovation: dynamic knowledge management methods
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Hershey, Pa.
Business Science Reference
2012
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| Online Access: | Inhaltsverzeichnis |
| Item Description: | "This book explores areas such as strategy development, service contracts, human capital management, leadership, management, marketing, e-government, and e-commerce"--Provided by publisher. Includes bibliographical references (p. 617-679 )and index |
| Physical Description: | XXXIII, 697 p. Ill., graph. Darst. 29 cm |
| ISBN: | 9781466600775 9781466600799 |
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| adam_text | Titel: Service science research, strategy and innovation
Autor: Delener, Nejdet
Jahr: 2012
Detailed Table of Contents
Foreword............................................................................................................................................xxii
Preface...............................................................................................................................................xxiv
Acknowledgment............................................................................................................................xxxiii
Section 1
Service Science
Chapter 1
Services and Service Management.........................................................................................................1
Baldzs Heidrich, Budapest Business School, Hungary
Gdbor Rethi, University of Miskolc, Hungary
This chapter provides an introduction to Service Management. First of all, the authors provide an over-
view of the special characteristics of services compared to the traditional goods-focused approach. They
then examine the different approaches concerning services and a wide range of definitions of services. It
is essential to understand the special attributes of services, because a different approach and leadership
style is needed when compared to a production company. The service providers have to face a more
heterogeneous environment, and with the advent of the internet, they have to compete with other compa-
nies across borders. With a better understanding of the concept of services, the authors examine service
management as a means of discovering the most efficient way to manage services. Finally, they consider
the special traits and attributes of the service market and the indication of a need for a new management
concept. The authors introduce the popular and well-known service management approaches and a new
approach: the Culture-Based Leadership Model of Services.
Chapter 2
The Management of Services Contracts...............................................................................................37
Guy Callender, Curt in University, Australia
The management of services creates a new and exciting development in business relationship manage-
ment. It is a field which grows as organizations increasingly seek to specialize and also replace in-house
service delivery with contractual relationships with suppliers. This chapter explores many of the attributes
and challenges of planning, developing, and managing service contracts within complex supply chains.
Chapter 3
A Model of Profitable Service Recovery..............................................................................................49
Kristen DeTienne, Brigham Young University, USA
Aaron Brough, Pepperdine University, USA
David Blen Nance, Brigham Young University, USA
This chapter presents a model of service recovery designed to improve profitability by differentiating
the recovery efforts offered to different customer segments. To predict customer responsiveness to re-
covery efforts, the model advocates the use of both (1) company knowledge and databases to classify
customers by past profitability and (2) the severity of the service failure they have experienced. The
chapter makes recommendations related to the level of recovery quality and the type of recovery effort
that should be extended to customers in each segment of the classification scheme. Using this strategic
model of service recovery, executives can avoid wasting costly resources on unprofitable recovery ef-
forts and instead direct those resources to the customers most likely to respond favorably to recovery
efforts. By focusing recovery efforts on these customers, the probability of generating a profit through
recovery efforts is increased.
Chapter 4
Increasing Service Exports: A Key Contributor in the Growth of the Global
Knowledge Economy............................................................................................................................73
Max Coulthard, Monash University, Australia
Many business leaders and government policy makers see knowledge-based service exports as a way
to achieve a global competitive advantage. This chapter presents an Australia-based study of service
exporters identifying key barriers to success and potential roles for government agencies. Major findings
included the requirement to: better define service exports; ensure exporters are classified accurately;
provide appropriate and timely planning; improve financial support; attract qualified and appropriate
human resources; plus the need for government incentives and support to increase the innovation and
export orientation of service based organisations.
Chapter 5
A Theoretical and Empirical Investigation into Service Failure and Service
Recovery in the Restaurant Industry.....................................................................................................86
Pierre Mostert, North-West University, South Africa
Danie Petzer, University of Johannesburg, South Africa
Christine De Meyer, University of Johannesburg, South Africa
Despite organizations best intentions to achieve zero defect service environments, this objective is un-
likely due to the multi-dimensional nature of service encounters. Organizations should therefore provide
effective service recovery in the event of service failures. This chapter theoretically and empirically
considers service quality, service failures, and service recovery among South African restaurant patrons
and compares findings to similar studies among United States and Irish restaurant patrons. Despite
experiencing a service failure, most restaurant patrons would support the restaurant again in the future
provided that service recovery was effective. Even a simple apology may rectify customer satisfaction
and lead to customer retention.
Chapter 6
Structuring the Service Encounter: ATest of Alternatives.................................................................100
Maria da Graca Batista, Azores University, Portugal
Miguel Pina e Cunha, New University of Lisbon, Portugal
Armenio Rego, Aveiro University, Portugal
This chapter presents an analysis of the influence of three forms of structuring the service encounter
(standardization, spontaneity, minimal structure) on the perception of service quality and job satisfaction.
The authors performed two studies (experimental and correlational). The results point to the existence
of higher levels of job satisfaction and service quality under the use of minimal structures. There is an
element of originality in this study since it empirically explores the application of minimal structures
to the service encounter and the findings help practitioners to make more informed choices about the
structures they adopt for the management of service encounters.
Chapter 7
How Service Firms Manage Innovation: Development Process and Factors of Success...................112
Frederic Jallat, European School of Management, France
This chapter seeks to demonstrate that successful service innovation is often the result of a rigorous
and systematic implementation of disciplined organizational and management processes. In the service
industry, these innovation processes entail specific management qualities and unique management
modes, which will be detailed and analyzed. By acknowledging the strategic importance of develop-
ing and managing new activities in the service sector, the chapter studies the key business dimensions
and performance drivers of innovation, and the determinants of new service success. Therefore, this
chapter seeks to address three objectives: (1) yield a critical synthesis of research linked to managing
innovation in the service industry, (2) provide a detailed study of innovation management and success
factors within the service sector, and (3) determine the links between the service development process
and how new services perform.
Chapter 8
Managing Intercultural Service Encounters: Establishing the Need for
Intercultural Training..........................................................................................................................125
Suvenus Sophonsiri, Mahasarakham University, Thailand
G. Barry O Mahony Swinburne University of Technology, Australia
Global service sector growth and the contracting out of services have produced a complex business
environment that has major challenges for corporate success. Nowhere is this more evident than in
intercultural service encounters where the delivery of service standards has become integral to develop-
ing a competitive advantage and inducing customer loyalty. This chapter identifies the various aspects
of service delivery that are significantly influenced by culture. The chapter explains the dimensions of
culture that have been found by cross-cultural researchers to be essential to service delivery success and
describes how cross cultural training can be used effectively in the international service sector.
Chapter 9
The Role of External Indicators in Measuring the Service Performance of
Local Governments: An Italian Case Study........................................................................................141
Fabio Cassia, University of Verona, Italy
Francesco Magno, University of Bergamo, Italy
This chapter discusses the role, adoption, and application of external performance indicators within lo-
cal government. These indicators measure citizens satisfaction with offline and online public services
and allow administrators to collect timely knowledge about their customers. In other words, they play
the same role as customer satisfaction research in private companies marketing activities. Despite their
relevance, external indicators are often overlooked and criticized by both professionals and research-
ers. This chapter will also review and challenge the main criticisms of external indicators, which state
that external indicators are useless and unreliable. Through the analysis of a case study within Italian
local governments, the discussion will demonstrate that these indicators have a significant role in public
administrators decision making, provided that local government embraces a citizen-oriented culture.
Chapter 10
Service Science, Value Creation, and Sustainable Development: Understanding
Service-Based Business Models for Sustainable Future.....................................................................157
Albena Antonova. Sophia University, Bulgaria
Following the irreversible economic and global changes in recent decades, the business landscape has
transformed dramatically and thus many fundamental business concepts have to be reassessed. The role
of services in the process of value formation evolved as services became the main source of employ-
ment, economic value formation, and innovations. Responding to severe global competition, companies
extended the variety of business models and complexity of business networks. However, the current
state of economic development is not sustainable, threatening the global balance. The chapter proposes
a complex model for companies to enhance their value offering, through optimization of services, value
co-creation, and addressing sustainability issues. It investigates different approaches of service science
and services to improve business models toward more sustainable practices. Different knowledge flows
between various products, service providers, and final clients, aiming to improve client satisfaction,
product use, and that result in better value for the customer will be identified. Increasing knowledge
and services within material products means adding more value for customers and limiting resource
use and disposal.
Chapter 11
Productivity and Innovation in Services: The Multidisciplinary Perspective
Offered by Service Science.................................................................................................................170
Aleksandar Ivanovic, Alexander College of Arts, Business, and Management, Serbia
Leonora Fuxman, St. John s University, USA
A multidisciplinary approach to service science is necessary in order to study, design, improve, and
manage service systems and processes in such a way that they add as much value as possible to their
customers. It creates the need for service industry transformation, services innovations, and increasing
services quality, productivity, efficiency, and effectiveness. Technology leveraging is identified as the
key force enabling the advancement in all three main areas of services research. Its strategic priorities
include encouraging service infusion and growth, improving well-being through transformative service,
creating and maintaining true and sustained service culture. Service development requires stimulating
service innovations, enhancing service design, and optimizing service networks and value chains. Fi-
nally, better service implementation encompasses effective branding and selling services, enhancing the
service experience through value co-creation, as well as measuring and optimizing the value of services.
Section 2
Technology and Innovation
Chapter 12
Technology-Induced Customer Services in the Developing Countries..............................................185
Wilson Ozuem, London School of Business and Finance, UK
Geoff Lancaster, London School of Commerce, UK
The emergence of the internet has signaled the coming of a new era in the history of cultural transmis-
sion. Indeed, a baffling array of industries have adopted and implemented internet technologies in tandem
with its prototypical subsets, especially in developed countries. Whilst there has been some surge in the
adoption and implementation of internet businesses in developing countries, it appears that these coun-
tries are still lagging behind in the delivery of technologically-induced customer services. Despite the
bifurcation between the level of internet adoption and implementation, most extant literature related to
understanding the dynamics of customer services in technologically induced environments is dominated
by scholars and practitioners in developed countries. This dominance has not only provided a truncated
view of prevailing trends, but has obscured unique evolving business models from sub-Saharan coun-
tries. Drawing on an interpretivist ethnographic methodological approach emerging through an interest
in the origins of culture and civilisation, primarily through analysis of (primitive) societies, this chapter
provides a background on the sub-Saharan perspective on general technologically induced environments,
which is necessary to formulate the basis for a contemporary sub-Saharan e-business model. The aim
is to look afresh at problems faced by the banking sector in the delivery of services to customers, and
to demonstrate how these users might brace themselves generatively to meet the challenges it poses.
Chapter 13
Technical Competitive Intelligence System: An Innovation and Technology
Management Tool...............................................................................................................................202
Leonel Cezar Rodrigues, University Nove de Julho-UNINOVE, Brazil
The recent skyrocketing costs of innovation have become a severe limiting factor for companies internal
development of innovation. Open innovation comes as a sounding solution to investments ensuring type,
variety, and needed pace in innovation. Open innovation, however, implies the efficiency of a supporting
framework to search, gather, and mobilize external technical information into a company. In this chap-
ter, the author proposes and describes the processes and functionalities of a TCI system, conceived to
support open innovation processes. The proposed TCI system follows the classical logic of intelligence
systems and takes into account the nuances inherent to a technical information intelligence system. The
system is also contextually linked to open innovation to show functionality and play a critical role in the
implementation of an effective innovation strategy whether of product or service companies.
Chapter 14
Business-to-Consumers eCommerce: How Companies Use the Internet in
Marketing Products and Services to Consumers................................................................................227
Fahri Karakaya, University of Massachusetts Dartmouth, USA
This chapter focuses on the effective use of the Internet for marketing products and services. The chapter
starts by presenting statistics about Internet usage and online sales in the USA and around the world. It
then examines the evolution of web sites from a static format to an interactive format with the start of
Web 2.0. As a plus to small businesses, the chapter also briefly outlines the steps involved in starting
an online business and the advantages and disadvantages of having one. Special emphasis is placed on
developing an eMarketing strategy, drawing on the marketing mix, online marketing research, and search
engine optimization, as well as social media marketing. The chapter ends by showcasing Amazon.com s
marketing tools as excellent examples of effective eBusiness.
Chapter 15
B2B eCommerce: Current Practices...................................................................................................245
Fahri Karakaya, University of Massachusetts Dartmouth, USA
This chapter discusses the use of Internet by businesses in marketing products and services to other busi-
nesses. The chapter starts with the well-known technology adoption model and the relationship between
technology adoption and firm profitability and then expands into how businesses market to other busi-
nesses using a variety of methods and examples. Most businesses targeting their products and services to
other businesses or distributors have developed web sites where purchasers can obtain information and
place online orders with little or no human involvement. In addition to company specific web sites, there
are also web portals where business customers and sellers meet to buy and sell products using auctions
and bids. The chapter then discusses how to increase online traffic using search engine optimization as
well as identifying potential customers using electronic databases. The chapter ends with a discussion
on the importance of relationship marketing for B2B businesses using Customer Relationship Manage-
ment software or other means.
Chapter 16
An Innovative Firm: The Renova Case Study....................................................................................260
Susana Rodrigues, Polytechnic Institute ofLeiria, Portugal
Understanding the factors that drive successful innovative firms is central for sustaining competitive
advantages. Researchers argue that competitive advantages through innovation could be achieved by
undertaking or developing new products or new processes (technological or organisational). Based on the
literature reviewed, a model was developed to capture the nature of an innovative firm. The model was
applied and validated. This chapter argues that innovation is possible where it would be less expected.
The identification and exploitation of key innovation factors lead, when implemented, to innovative fi rms:
those that continually provide the market with innovation. This chapter offers important insights into
understanding the meaning of an innovative firm. It provides a good supporting case of a real company
to help understand the various aspects of innovation within a mature commodity-producing industry.
Chapter 17
Service Science Innovations: E-Government.....................................................................................289
Tatiana Leonova, State University of Management, Russia
Galina Plotnikova, State University of Management, Russia
One of the major challenges public authorities have is the rendering of a set of state services to citizens,
business, other branches of the government, and government officials. The development of information-
communication technologies and their implementation in government systems allows for an increase in
both efficiency and the speed of document circulation, and lowers the cost of social communication for
each member of a society. This phenomenon has received the name of the electronic government. The
purposes, problems, and principles of the organization, and the structure of the electronic government,
questions of development of the electronic government in the countries of the world, and the spectrum
of represented services are considered in the present chapter.
Section 3
Strategy and Knowledge Management
Chapter 18
Resources, Capabilities, and Business Success..................................................................................304
Alan Simon, University of Western Australia, Australia
Chloe Bar tie, University of Western Australia, Australia
Resources and capabilities that align with the demands of the environment in which an organization
operates conduce to successful performance. Physical, human, and organizational capital resources that
are valuable, rare, inimitable, and organizable can provide the firm with unique capabilities that lead to
competitive advantage and value creation. Seven generic strategic capabi lities are related to organizational
success. These are service quality; visionary leadership; innovation and creativity; selection and reten-
tion of good staff with good technical skills; credibility, integrity, and honesty; excellent differentiated
products or services; and adaptability and flexibility. Dynamic capabilities are defined generally as the
ability of the firm to reconfigure its resources in changing times and thus allow the organization to adapt
and evolve. Specific dynamic capabilities include team and product development processes; customer
retention; leadership; organizational culture; redeployment of assets; strategic thinking; and knowledge
management. Hard and soft business success measures are profitability, growth, improved teamwork,
customer and employee satisfaction, and quality. There is very little literature reporting empirical testing
of the relationship between resources, capabilities, and success. Thus the authors discuss the findings of
the few studies that have done so, and they deduce from them that the relationship between capabilities
and success is a complex one. This is because a common thread across all the studies is that many capa-
bilities are linked to many success measures in a complicated matrix of statistically significant relation-
ships. This suggests that in order for organizations to score highly on both financial and non-financial
success measures, they need to deploy the many capabilities discussed in this chapter.
Chapter 19
Understanding Business Strategy.......................................................................................................325
Emanuel Gomes, University of Sheffield, UK
Paul Jackson, Coventry University, UK
To understand Business Strategy it is necessary to gain an appreciation of some of the processes that
strategists have to undertake in order to analyse and execute successful business strategies. This chapter
explains the importance of having an overall corporate strategy and proposes a possible logical structure
for the strategic management process. The authors start by discussing the importance of the analysis of
the strategic position of the company. This is followed by a discussion of the complexities involved in the
strategy formulation phase. Finally, some considerations and issues are raised about the implementation
of the strategic choices, as strategic execution is one of the main keys to business success.
Chapter 20
Business Strategies Incorporating Sustainable Development Principles:
Toward an Application of a Function Company.................................................................................342
Calin Gurau, Montpellier Business School, France
Celine Pascual-Espuny Montpellier Business School, France
Ashok Ranchhod, Mudra Institute of Communications, India
Sustainable development is considered essential for avoiding a global scale environmental crisis. Using
the primary data provided by 68 UK SMEs, this chapter investigates firm managers level of knowledge
regarding the concept and principles of sustainable development, and analyses its impact on the specific
sustainability strategies adopted by these firms. The findings indicate a relatively low level of manage-
rial knowledge, as well as a scarce application of sustainability strategies in the investigated SMEs.
The results indicate the need to develop management education and best practice examples in order to
increase the understanding and the practical application of these concepts.
Chapter 21
Entrepreneurship and Competitive Strategy.......................................................................................351
Shepherd Dhilwayo, University of Johannesburg, South Africa
In today s turbulent business environment, organisations which adopt entrepreneurial strategies are likely
to be more capable of identifying potential opportunities, relocating resources, and shifting managerial
commitments quickly, and in developing unique products and services. The intertwined relationship
between competitive strategy (business level strategy) and entrepreneurship is critical in making strategy
more potent and organisations more competitive. Different competitive strategies, namely Miles and
Snow s prospector, defender, analyser, and reactor strategies and Porter s generic, low cost, differentia-
tion, and focus strategies are analysed, clearly showing how these integrate with entrepreneurship. An
integrated entrepreneurial competitive strategy is critical to the success of today s organisation.
Chapter 22
Leadership Perspectives on the Global Market for Corporate Control...............................................377
Kathleen Marshall Park, Massachusetts Institute of Technology, USA
This chapter discusses the latest leadership perspectives on mergers and acquisitions, which represent a
simultaneously establ ished and expanding phenomenon known as the global market for corporate control.
Worldwide traffic in mergers and acquisitions totaled over USD 12 trillion in the last century, with the
first decade of the present millennium already exceeding USD8 trillion in corporate assets exchanged
in domestic and international interfirm combinations. The financial prominence of mergers and acquisi-
tions coupled with their intensive and often very invasive impact on shareholders and stakeholders of
the transacting firms make the market for corporate control a fruitful context for the renewed exploration
and application of strategic management perspectives with a particular focus on service science research.
Chapter 23
PLC and SWOT Reengineered: Strategy Development Tools for Service
Industries in Global Competition........................................................................................................400
Peter Mayer, Central European University, Hungary
Robert G. Vambery, Pace University, USA
Recently the businesses of some leading successful service industry companies have suffered greatly
to the point of threatening their very survival, while other companies succeeded to protect and even
strengthen their businesses by reinventing or recycling their services/products in response to the
changes in their industries. Two widely used such strategic tools are the SWOT and PLC analysis and
the SRCL (Service Re-Cycle for Life). This chapter offers revitalized tools aimed at finding ways to
better manage and leverage changes to the benefit of services industry businesses
Chapter 24
Strategic Marketing: Models and Plans..............................................................................................417
Noel Doherty, St. John s University, USA
F. Victor Lu, St. John s University, USA
This chapter presents the tools, tactics, and strategies used by marketers to identify opportunities (or
threats), evaluate alternative solutions, and solve problems. Scope and perspective of the environment are
considered from the level of organizational planning and the goals of the organization. At the highest level
of an organization attention is focused on the desirability and effectiveness of the various businesses that
comprise the organization. Is the organization effectively allocating scarce resources across its various
businesses? Should units be grown, manufactured, harvested, or divested? Strategies and planning tools
are explained from the product and market perspective. The principal growth and sustainability strategies
of market penetration, market development, product development, and diversification are explained and
illustrated. The meaning and importance of segmentation, targeting, and positioning are also explained.
Chapter 25
Business Education across Cultures and Languages..........................................................................428
Yamen Koubaa, The Brittany School of Management, France
This chapter first presents the effect of culture and language on the efficiency of business education across
cultures and languages. It begins with the effect that culture and language may have on the amount and
the quality of knowledge transferred from business educators to business learners when the educator and
the learner are affiliated to different cultural backgrounds or when the language of education is different
from the native language of the educator, of the learner, or of the two. Then, it defines several concepts
related to business education across English and several other languages. Secondly, an investigation
among business educators across cultures and languages is conducted. Findings reveal that culture and
language have a significant impact on the perception of business concepts and on the ways business
educators deliver their knowledge. The research involves seven languages namely Arabic, Chinese,
French, English, Japanese, Russian, and Spanish, and their respective cultures.
Chapter 26
New Perspectives on Knowledge Management..................................................................................464
Helmut Kasper, WU Vienna University of Economics and Business, Austria
Jurgen Miihlbacher, WU Vienna University of Economics and Business, Austria
Barbara Muller, Johannes Kepler University Linz, Austria
In this chapter, the authors give an overview of knowledge management, display various forms of knowl-
edge relevant to different companies, discuss the process steps of knowledge management: generation,
transfer, retention, and most importantly: show how knowledge, companies, and environments interact
to optimize their corporate knowledge flows. The chapter s aim is to provide a comprehensive picture of
the complex interconnections in knowledge management. The authors draw upon approaches discussed
in contemporary literature on knowledge management and additionally argue that the way knowledge is
handled and retained depends on various systems logics that influence how knowledge is handled and
managed within organizations.
Chapter 27
Formulating a Knowledge Management Strategy..............................................................................484
Adeline du Toit, University of Johannesburg, South Africa
Carina Human, University of Johannesburg, South Africa
This chapter presents a systematic approach that can be followed to formulate a Knowledge Manage-
ment (KM) strategy. The management of knowledge should be integrated into the other management
activities in the enterprise and linked to the business strategy. An empirical survey was conducted to
investigate the current situation with regard to KM activities in a life-insurance company and to deter-
mine the relationship between the KM activities and the business strategy. The results indicated that
there is a clear understanding of the importance of KM and steps are recommended to formulate a KM
strategy for the enterprise.
Chapter 28
International Applications of Knowledge Intensive Services of Management
and IT Consulting in Transitional Countries.......................................................................................499
Leonora Fuxman, St. John s University, USA
Aleksandar Ivanovic, Alexander College of Arts, Business, and Management, Serbia
Management and Information Technology (IT) consulting, both in Ukraine and in Serbia, are still in
their developmental stages. Most problems they meet are due to a lack of managerial and restructuring
experience in a free-market economy. However, significant innovation as well as necessary managerial
education and IT infrastructure improvement have been achieved to make them affordable and attractive
to a large range of organizations in these economies in transition. Their historical development, current
trends, segments of activity, implementation areas, challenges and problems usually met in business
practice, and a number of cases and managerial implications of their possible solutions are discussed
in this chapter.
Chapter 29
Network Strategies of Hospitality Companies in Emerging and Transitory Economies:
Evidence from Russia.........................................................................................................................519
Olga Balaeva, National Research University Higher School of Economics, Russia
Ella Burnatseva, EGGER, Russia
Marina Predvoditeleva, National Research University Higher School of Economics, Russia
Marina Sheresheva, National Research University Higher School of Economics, Russia
Olga Tretyak, National Research University Higher School of Economics, Russia
This chapter sheds light on network organisational forms—hotel chains—actively implemented in
hospitality services. The concepts of networks are critically analysed and applied to explorative case
studies of hotel chains operating in Russia. The chapter adds to the literature in the hospitality industry
by expanding on existing theories of network strategies and illustrates their different patterns within
the framework of modern hotel chains strategies. A detailed description of the current Russian hotel
market situation is presented. The main trends in the Russian hospitality sector are analyzed and key
factors stimulating the development of Russian hospitality are outlined. The huge potential of the Rus-
sian hospitality sector is revealed. Among the factors impeding the future development of the market,
the following are identified: the lack of a developed service standards system and the lack of developed
marketing policies and strategies (i.e. inefficient pricing, sales, and communication policy; lag in modern
technologies). The formation of domestic and international hotel chains in this environment is described.
The chapter focuses on the strategies of domestic and international hotel chains operating in the Rus-
sian market. Within this theoretical framework and using the current market situation, the strategies of
domestic and international hotel chains are differentiated and classified.
Chapter 30
Dynamic Knowledge: Diagnosis and Customer Service....................................................................547
Jose G. Hernandez, Metropolitan University, Venezuela
Maria J. Garcia, Minimax Consultants C.A., Venezuela
Gilberto J. Hernandez, Minimax Consultants C.A., Venezuela
This chapter shows how to make an enterprise diagnosis and how, with the right tools, a better manage-
ment of dynamic knowledge can be established. The chapter begins by examining the Logistic Model
Based on Positions (LoMoBaP) and using the position of Customer Services Manager to perform an
enterprise diagnosis. The results of this are then expressed through a Matrixes Of Weighing (MOW).
The general objective of the chapter is to show how by making the diagnosis of a company through the
Customer Services Manager, which is one of the positions of the Logistic Model Based on Positions,
and expressing this diagnosis through Matrixes Of Weighing, a dynamic knowledge base that will al-
low the company an efficient knowledge management, specifically for the most important management
aspects, is generated.
Chapter 31
Knowledge is Power: Knowledge Management, Innovation, and Competitive Advantage:
An Example from Egypt.....................................................................................................................574
Rania Nqfie, Maastricht School of Management, The Netherlands
Stephanie Jones, Maastricht School of Management, The Netherlands
In this chapter, the authors suggest that the success of the Knowledge - Knowledge Management -
Knowledge Transfer - Innovation ~ Competitive Differentiation and step-by-step progression may be
moderated and even compromised by cultural considerations. These can be the result of organizational
and/or national cultural characteristics impacting on organizations and employees. These organizational
and national cultural variables can be closely intertwined. The geographical focus of this chapter is
based on Egypt, located in the Middle East/North Africa, currently in a state of political upheaval. The
focus on Egypt reflects the interest and experience of the authors, and the perception that culture may be
playing a part in the problems experienced by companies in Egypt in achieving a high level of sustained
innovation. Companies in Egypt are still struggling to gain competitiveness in world markets, and culture
is playing a big role in this struggle. Currently, politics and demands for democratic representation are
also muddying the waters. These cultural issues, the authors argue, can be seen in terms of moderating
the behavior of employees in the knowledge accumulation and knowledge transfer processes. Qualitative
evidence is presented from interviews with managers at five Information and Communications Technol-
ogy companies which suggest that the authors propositions may be well-founded.
Chapter 32
Human Capital Management and Optimization: A Resource-Based View.........................................605
Jiirgen Muhlbacher, WU Vienna University of Economics and Business, Austria
Recent work in human resource development emphasises the fact that individual skills are strongly
oriented towards the future. They enable a person to tackle upcoming challenges in a self-organised
manner. So both the current requirements and the skills necessary in the future have to be seen as a
strategic competitive advantage for the company. This change in perspective makes it possible to use
further education as a strategic instrument of management development.
Compilation of References...............................................................................................................617
About the Contributors....................................................................................................................680
Index...................................................................................................................................................692
|
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| dewey-sort | 3658 |
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| discipline | Wirtschaftswissenschaften |
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| spelling | Delener, N. Verfasser aut Service science research, strategy and innovation dynamic knowledge management methods N. Delener Hershey, Pa. Business Science Reference 2012 XXXIII, 697 p. Ill., graph. Darst. 29 cm txt rdacontent n rdamedia nc rdacarrier Premier reference source "This book explores areas such as strategy development, service contracts, human capital management, leadership, management, marketing, e-government, and e-commerce"--Provided by publisher. Includes bibliographical references (p. 617-679 )and index Service industries Management Service industries Information technology Knowledge management Management (DE-588)4037278-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Dienstleistung (DE-588)4012178-1 gnd rswk-swf 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Unternehmen (DE-588)4061963-1 s Dienstleistung (DE-588)4012178-1 s Management (DE-588)4037278-9 s b DE-604 Erscheint auch als Online-Ausgabe 978-1-4666-0078-2 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027090654&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Delener, N. Service science research, strategy and innovation dynamic knowledge management methods Service industries Management Service industries Information technology Knowledge management Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Dienstleistung (DE-588)4012178-1 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4061963-1 (DE-588)4012178-1 (DE-588)4143413-4 |
| title | Service science research, strategy and innovation dynamic knowledge management methods |
| title_auth | Service science research, strategy and innovation dynamic knowledge management methods |
| title_exact_search | Service science research, strategy and innovation dynamic knowledge management methods |
| title_full | Service science research, strategy and innovation dynamic knowledge management methods N. Delener |
| title_fullStr | Service science research, strategy and innovation dynamic knowledge management methods N. Delener |
| title_full_unstemmed | Service science research, strategy and innovation dynamic knowledge management methods N. Delener |
| title_short | Service science research, strategy and innovation |
| title_sort | service science research strategy and innovation dynamic knowledge management methods |
| title_sub | dynamic knowledge management methods |
| topic | Service industries Management Service industries Information technology Knowledge management Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Dienstleistung (DE-588)4012178-1 gnd |
| topic_facet | Service industries Management Service industries Information technology Knowledge management Management Unternehmen Dienstleistung Aufsatzsammlung |
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