Understanding knowledge in action in the context of managing services

Editor's Notes

• #3: I have studied IT companies, healthcare services in hospitals, emergency medical service in a call center
• #5: Intangibility : The value created as part of service is often not visible, but is experienced by the service recipient. Inseparability : Creation of value and its ‘consumption’ is often inseparable, i.e., the service recipient experiences the value during the process of a service being provided. Co-creation of value : The value is often co-created by the service provider and the service recipient (including different stakeholders). The importance of not just output but process : Because the value is intangible, consumed at the same time as its creation, and must be co-created, the service process is important.
• #6: - The whole organization of providing a service needs to be well designed so that the quality is maintained across different recipients- standardization Individual service recipient would get a satisfactory experience from the actual service- Need for some space for customization - Importance of knowledge and skills for providing standard value with some customization if necessary
• #7: But the issues of knowledge and skills in actual service activities have not been systematically investigated in the service context. As knowledge and skills are such vital elements for creating value Examining knowledge in the specific service activities is also important in terms of thinking about design, evaluation, and improvement
• #9: The four activities are essential for realising co-creation of value in the actual service transaction. Service design refers to the activity of designing actual service offerings and resources used for the offerings. Service provision refers to actual service interactions where the service provider and the service recipient actually co-create the value. Service execution management refers to the service providers’ day-to-day management of service execution for maintaining its quality as well as making some changes to the original design to improve the execution (from within the existent service framework). Service use refers to the service recipient’s activity of trying to use a service. Designing services include not only offerings to be provided to recipients what/how it is going to be provided, but also execution management.  
• #10: This framework enables us to study actual service activities where issues of knowledge and value are practically dealt with by practitioners Relationship with evaluation
• #11: = ‘Practical management of knowledge’ needs to be carried out as part of service activities: using, sharing, updating, creating and making knowledge available to other participants - The mechanisms can be designed, but also can be naturally developed by participants
• #12: In carrying out any activities, certain stocks of knowledge are used and relied on by the participants, and through those activities, new knowledge is created, upgraded, and maintained. In this sense, service interaction can be also seen as part of practical management of knowledge where not only knowledge is used, but also new knowledge can be created In designing services, offerings need to be designed so that recipients and other participants can experience value through executing a service transaction. Execution management should be designed so that all stakeholders including employees experience value in getting involved in such activities, such as sharing knowledge, creating standard knowledge and training,
• #13: Issues of knowledge How service activities are carried out and interrelated How knowledge available in each sphere of activities are interrelated to each other Issues of value How value is actually co-created in service activities with reliance on knowledge available to participants Activity in one shpere in relation to other spheres
• #14: Increasing number of products, and they are getting more complex
• #15: No solutions for new problems could not be found in the expert system Service engineers share solutions for new problems among themselves on daily basis (‘war stories’) Service engineers are interested in solving new problems and have pride in becoming ‘experts’ -> 経営者の判断の前提が崩れる -> システムの設計概念の生成へ
• #16: Designed new tips-sharing enterprise system for and by service engineers Designed incentive and quality assurance processes Designed the community in which knowledge grows Highly popular solutio
• #17: Needs to be embedded in practice Continuously carried out as part of their activities Perceived that value is co-created (and co-experienced) through activities, esp. Through examination of Practical management of knowledge, you can see how different service activitiesa are related to each other
• #18: Management of mobility through the call center Management of quality, bed control, and training in the daily conference at the emergency hospital