You are previewing Knowledge Driven Service Innovation and Management.
O'Reilly logo
Knowledge Driven Service Innovation and Management

Book Description

As service-centered organizations focus on their customers, values are co-created through organizational capabilities. The central part of these capabilities is knowledge which is directly supported by information technology and the relationships between the service firms’ knowledge, capabilities, IT and strategy is essential for superior value co-creation with customers. Knowledge Driven Service Innovation and Management: IT Strategies for Business Alignment and Value Creation provides a comprehensive collection of research and analysis on the principles of service, knowledge, and organizational capabilities. This book aims to clarify IT strategy procedures and management practices and how they are used to shape a firm’s knowledge organizations as well as facilitate service innovation and customer value co-creation.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Foreword
  5. Foreword
  6. Preface
    1. A METHOD FOR ALIGNING IT STRATEGY TO SERVICE CUSTOMER VALUE CREATION
    2. MOTIVATION, OBJECTIVE, BACKGROUND, AND TARGET AUDIENCE OF THIS BOOK
    3. OVERVIEW OF CHAPTERS
    4. SUCCESSFUL IT STRATEGY FOR SERVICE INNOVATION: AN INTEGRATED SUMMARY OF THE BOOK
  7. Acknowledgment
  8. Section 1: What are the Basic Theories and Interrelationships of Strategy, Knowledge Organization, and Service?
    1. Chapter 1: Theories and Models of Service-Oriented Firms
      1. ABSTRACT
      2. INTRODUCTION
      3. RESOURCE-BASED THEORY OF THE FIRM
      4. KNOWLEDGE-BASED THEORY OF THE FIRM
      5. ACTIVITY-BASED THEORY OF THE FIRM
      6. VALUE CONFIGURATION OF THE FIRM
      7. COMPARISON OF VALUE CONFIGURATIONS
      8. BUSINESS MODEL OF THE FIRM
      9. E-BUSINESS MODELS
      10. APPROPRIATE E-BUSINESS MODELS FOR E-STRATEGIES
      11. SUMMARY
    2. Chapter 2: Strategy, Process, Organization, and Systems
      1. ABSTRACT
      2. INTRODUCTION
      3. BASIC PRINCIPLES OF STRATEGY
      4. CORPORATE STRATEGY
      5. STRATEGIC MANAGEMENT
      6. RESOURCE-BASED STRATEGY
      7. CAPABILITIES-BASED STRATEGY
      8. ACTIVITY-BASED STRATEGY
      9. STRATEGIC PLANNING
      10. BUSINESS STRATEGY ANALYSIS
      11. MEASUREMENT OF COMPETITIVE STRATEGY
      12. STRATEGY EXECUTION BY STRATEGY MAP
      13. ORGANIZATION AS AN ACTIVITY SYSTEM
      14. ANALYZING NEEDS FOR CHANGE: THE STRATEGIC SYSTEM
      15. E-STRATEGY FOR E-SERVICE
      16. ETHICS IN IT
      17. SUMMARY
    3. Chapter 3: Knowledge Organizations and Dynamic Organizational Capabilities
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE ORGANIZATION DEFINED
      4. BUSINESS INTELLIGENCE FOR KNOWLEDGE
      5. STAGES OF GROWTH IN KNOWLEDGE ORGANIZATIONS
      6. ORGANIZATIONAL KNOWLEDGE RESOURCES
      7. CORE COMPETENCE AND CAPABILITIES
      8. ENTREPRENEURSHIP FOR ORGANIZATIONAL CAPABILITIES
      9. A CASE OF DYNAMIC CAPABILITIES INTO ACTION
      10. KNOWLEDGE INTENSIVE BUSINESS SERVICES
      11. SUMMARY
    4. Chapter 4: Service Principles, Design, and Strategies
      1. ABSTRACT
      2. INTRODUCTION
      3. SERVICE-DOMINANT LOGIC
      4. IT-ENABLED ADAPTIVE VALUE NETWORK
      5. SERVICE SYSTEMS
      6. OPERANT RESOURCES
      7. CUSTOMER VALUE CO-CREATION
      8. SERVICE CONCEPT
      9. SERVICE DESIGN
      10. CUSTOMER EXPERIENCE DESIGN
      11. SERVICE ARCHITECTURE
      12. SERVICE STRATEGIES
      13. SUMMARY
  9. Section 2: How to Manage Strategic Business-IT Alignment, Program Portfolio Planning, and Execution to Deliver on the Service Customer Value Propositions
    1. Chapter 5: Strategic Alignment and IT-Enabled Value Creation
      1. ABSTRACT
      2. INTRODUCTION
      3. STRATEGIC ALIGNMENT TOWARD CUSTOMER VALUE CO-CREATION
      4. STRATEGIC ALIGNMENT PRINCIPLES
      5. IT-ENABLED VALUE CREATION
      6. METHOD 1: BENEFITS OF IS/IT
      7. METHOD 2: STAGES OF IS/IT GROWTH
      8. METHOD 3: IS/IT IN MANAGEMENT ACTIVITIES
      9. METHOD 4: IS/IT IN BUSINESS PROCESSES
      10. METHOD 5: IS/IT SUPPORT FOR VALUE CONFIGURATION
      11. METHOD 6: STRATEGIC INTEGRATION
      12. METHOD 7: IS/IT SUPPORT FOR KNOWLEDGE MANAGEMENT
      13. METHOD 8: IS/IT IN E-BUSINESS
      14. METHOD 9: IS/IT-ENABLED BUSINESS TRANSFORMATION
      15. SUMMARY
    2. Chapter 6: Critical Success Factors of IT Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. IT AND BUSINESS AS ONE
      4. ACTING AS ONE BEHAVIORALLY
      5. ACTING AS ONE ORGANIZATIONALLY
      6. OVERVIEW OF THE CRITICAL SUCCESS FACTORS
      7. STRATEGY DIRECTION SETTING ALIGNMENT
      8. STRATEGIC PLANNING ALIGNMENT
      9. CASE EXAMPLE: BANKING
      10. STRATEGY EXECUTION ALIGNMENT
      11. CASE EXAMPLE: BANKING
      12. PROJECT, PROGRAM, AND PORTFOLIO FOR STRATEGY IMPLEMENTATION
      13. MONITORING BUSINESS OUTCOMES AGAINST STRATEGIC OBJECTIVES
      14. CASE EXAMPLE: RETAIL
      15. RECOMMENDATIONS
      16. SUMMARY
    3. Chapter 7: Enterprise Processes and Architectures for Customer Value Creation
      1. ABSTRACT
      2. INTRODUCTION
      3. BUSINESS PROCESSES
      4. BUSINESS PROCESS MANAGEMENT LIFECYCLE
      5. BUSINESS PROCESS MANAGEMENT MATURITY
      6. PROCESS ORIENTATION
      7. ENTERPRISE ARCHITECTURE
      8. SUMMARY
    4. Chapter 8: Strategic Programs
      1. ABSTRACT
      2. INTRODUCTION
      3. CASSIDY STRATEGIC PLANNING MODEL
      4. MAKING THE PLAN
      5. IT STRATEGY DOCUMENT
      6. IT PROJECT PORTFOLIO MANAGEMENT
      7. PRODUCT/SERVICE PORTFOLIO MANAGEMENT
      8. SUMMARY
    5. Chapter 9: Strategic Alignment and Service Systems Case Examples
      1. ABSTRACT
      2. INTRODUCTION
      3. STRATEGIC ALIGNMENT VIA STRATEGY MAP: A BIOPHARMACEUTICAL COMPANY CASE EXAMPLE
      4. STRATEGY ALIGNMENT USING STRATEGY MAP: A UTILITY COMPANY CASE EXAMPLE
      5. CLP GROUP VISION/MISSION
      6. STRATEGIC POSITIONING
      7. CLP GROUP STRATEGY
      8. CLP IT STRATEGY
      9. CLP STRATEGY MAP
      10. CLP FINANCIAL PERSPECTIVE
      11. CLP CUSTOMER PERSPECTIVE
      12. CLP INTERNAL PERSPECTIVE (CORE PROCESSES)
      13. CLP LEARNING AND GROWTH PERSPECTIVE
      14. SUMMARY
  10. Section 3: How to Lead, Govern, and Source IT to Maximize Service Customer Value Creation
    1. Chapter 10: Outsourcing of IT Resources
      1. ABSTRACT
      2. INTRODUCTION
      3. CAPABILITIES AND KNOWLEDGE AS STRATEGIC RESOURCES
      4. CHARACTERISTICS OF STRATEGIC RESOURCES
      5. STRATEGIC IT RESOURCES
      6. OUTSOURCING DEFINITIONS
      7. IT ORGANIZATIONAL PRINCIPLES TO FACILITATE OUTSOURCING
      8. OUTSOURCING OPPORTUNITIES
      9. OUTSOURCING THREATS
      10. IT SOURCING OPTIONS
      11. SUMMARY
    2. Chapter 11: Sourcing Strategies and Theories
      1. ABSTRACT
      2. INTRODUCTION
      3. DISTINCTIVE NATURE OF IT SOURCING
      4. SOURCING ALTERNATIVES
      5. FOUR SOURCING CATEGORIES
      6. IT OUTSOURCING DECISIONS
      7. OUTSOURCING PERFORMANCE
      8. TRANSFORMATIONAL OUTSOURCING
      9. GLOBAL OR OFFSHORE OUTSOURCING
      10. DIMENSIONS OF IT OUTSOURCING STRATEGY
      11. SOURCING THEORIES
      12. SERVICE-DOMINANT LOGIC MODEL OF OUTSOURCING SERVICE
      13. CASE EXAMPLES: SOURCING STRATEGIES4
      14. SUMMARY
    3. Chapter 12: The CIO Enabling IT and Service Governance
      1. ABSTRACT
      2. INTRODUCTION
      3. WHAT IS IT GOVERNANCE?
      4. CORPORATE GOVERNANCE
      5. CONTRACTS IN GOVERNANCE
      6. GOVERNANCE AND MANAGEMENT ROLES
      7. WHY IS IT GOVERNANCE IMPORTANT?
      8. SERVICE GOVERNANCE
      9. THE OUTSOURCING GOVERNANCE MODEL
      10. HOW TO SUCCEED AS A CLIENT
      11. HOW TO SUCCEED AS A VENDOR
      12. CIO LEADERSHIP AND IT GOVERNANCE
      13. THE CIO POSITION
      14. HYBRID MANAGER
      15. ROLES AND RESPONSIBILITIES
      16. CIO LEADERSHIP BEHAVIOR
      17. THE NEW CIO LEADER
      18. THE CEO-CIO RELATIONSHIP
      19. SUMMARY
  11. Section 4: How to Innovate to Co-Create Unique Customer Value to Win the Service Game
    1. Chapter 13: Business Innovation and Information Management
      1. ABSTRACT
      2. INTRODUCTION
      3. BUSINESS INNOVATION TYPES
      4. VALUE OF IT: LEVELS OF BUSINESS TRANSFORMATION CAPABILITIES
      5. INFORMATION CAPABILITIES FOR INNOVATION
      6. IT-DRIVEN BUSINESS INNOVATION
      7. IT VALUE IN DISRUPTIVE INNOVATIONS
      8. INNOVATIVE IT MANAGEMENT
      9. CONDITIONS FOR INNOVATION
      10. DRIVERS OF INNOVATION
      11. INNOVATION PROCESS AND INFRASTRUCTURE
      12. OPEN INNOVATION
      13. NEW AGE OF BUSINESS INNOVATION
      14. INNOVATION MANAGEMENT MEASUREMENT
      15. SUMMARY
    2. Chapter 14: Service Innovation and Management
      1. ABSTRACT
      2. INTRODUCTION
      3. SERVICE INNOVATION: BASIC PRINCIPLES
      4. SERVICE INNOVATION: CONCEPTUAL MODELS
      5. KNOWLEDGE INTENSIVE BUSINESS SERVICES
      6. SERVICE INNOVATION TYPOLOGY
      7. SOURCES AND DETERMINANTS OF SERVICE INNOVATION
      8. SERVICE INNOVATION PROCESS
      9. NEW SERVICE DEVELOPMENT
      10. SERVICE ENGINEERING
      11. CUSTOMER PARTICIPATION
      12. COMMUNITY-BASED INNOVATION
      13. SERVICE STRATEGY AND INNOVATION MANAGEMENT
      14. SERVICE LIFECYCLE MANAGEMENT
      15. DYNAMIC CAPABILITIES AND SERVICE INNOVATION: CASE STUDY EXAMPLES
      16. NEXT STEPS IN SERVICE SCIENCE RESEARCH
      17. SUMMARY
    3. Chapter 15: Innovation Driven Knowledge Management
      1. ABSTRACT
      2. INTRODUCTION
      3. THE KNOWLEDGE-STRATEGY LINK
      4. APPROACHES TO KNOWLEDGE MANAGEMENT
      5. THE STRATEGIC SCHOOL
      6. CHIEF KNOWLEDGE OFFICER
      7. KNOWLEDGE MANAGEMENT PROCESSES
      8. SUMMARY
  12. Compilation of References
  13. About the Contributors