![Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (20)
Similar to Barile S., Polese F., Saviano M., Di Nauta P., Drawing boundaries in complex service systems. A Viable Systems Perspective
Similar to Barile S., Polese F., Saviano M., Di Nauta P., Drawing boundaries in complex service systems. A Viable Systems Perspective (20)
Recently uploaded
Recently uploaded (20)
Barile S., Polese F., Saviano M., Di Nauta P., Drawing boundaries in complex service systems. A Viable Systems Perspective
- 1. DRAWING BOUNDARIES IN COMPLEX SERVICE SYSTEMS. A VIABLE SYSTEMS PERSPECTIVE. Primiano Di Nauta University of Foggia Sergio Barile “ La Sapienza” University of Rome Francesco Polese University of Cassino Marialuisa Saviano University of Salerno 2011, Sept. 22-23 Understanding Complex Service Systems Through Different Lenses -
- 7. Service Systems definitions value-co-creation configurations, resources integrators , knowledge-based, capable of enabling connections and interaction, with the aim of reaching desired outcomes, simply, always, an operative application, any number of elements, interconnections, attributes, and stakeholders interacting in a co-productive relationship. … a Service System is basically composed of heterogeneous entities, interacting with each other with a specific shared goal. Service Exchanges & Service Systems Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 8. Service Science & Service Systems Smart traffic systems Smart water management Smart energy grids Smart healthcare Smart food systems Intelligent oil field technologies Smart regions Smart weather Smart countries Smart supply chains Smart cities Smart retail Source: www.ibm.com/think Complex Service Systems, as smarter systems, improve quality of life, creating more opportunities for win-win interactions: measurable resource access & value-cocreation for multiple stakeholders. Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 9. a) A global player designing and assembling an airplane engine coordinating an international network of actors. Complex Service Systems are everywhere Drawing Boundaries But Complex Service Systems are not so far away from us S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 10. b) A client trying to book his honeymoon through an ICT tourims platform. Complex Service Systems are everywhere Drawing Boundaries But Complex Service Systems are not so far away from us S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 11. But Complex Service Systems are not so far away from us! c) A municipality designing its social policies: London Borough of Sutton. Complex Service Systems are everywhere Drawing Boundaries London Bureau of Sutton as a Complex Service System with these traits: - Many actors, each one with its perspective/goal owning various kind of resources (affecting service exchange) - High dynamism mapping numerous relationships/interactions - No definite borders The case Scenario as a Complex SS S. Barile, F. Polese, M. Saviano, P. Di Nauta Source: http://www.rjdance.co.uk
- 16. What is the service? What should the unit of analysis be for such a complex service system? Why? I.e.: which service system are we talking about? 1. The system whose goal is “ reducing crime” ? 2. A new system whose goal is “ reducing the fear of crime” ? 3. The same system that aims at achieving both goals ? Clearly, it is the “same” service system that has to deal with a paradoxical unexpected outcome of the open interaction: the increased fear of crime , that may affect service outcomes, making system’s “customers” unsatisfied, even if statistical evidences show good results (lower crime rate). Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta Short vSa replies to the case scenario questions
- 22. THANKS FOR YOUR ATTENTION Primiano Di Nauta [email_address] Sergio Barile [email_address] Francesco Polese [email_address] Marialuisa Saviano msaviano@unisa.it 2011, Sept. 22
- 24. Drawing Boundaries System The case Scenario from a vSa perspective Actor Resource Various Possible goals Critical resource Convergent Goal Citizen Consensus; taxes; social involvement, etc Healthcare, sports, wealth, evinronment Behavior Reduction of “Fear of crime” perception Metropolitan Police Safety; control Road accidents prevention; Crime dissuasion and prevension Safety Shops/ Organizations Labour offering; economic exchanges Profits; cheap labour workforce Salaries Profits; Reduction of crime Politician Investments, Economic growth; taxes reduction, consensus Communication, crime policy definition Crime reduction policy others … … … …
- 32. vSa & LBS: High dinamism (various systems interactions/development) The structure may give rise to many systems (productive/economic, social, political) in which relationships may give shape to many kind of interactions. It depends by the goal, or by the interpretation key/perspective. vSa suggestions for the case scenario Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 33. vSa & LBS: The problem of borders definition The structure, in terms of a composition of correlated elements, is characterized by the following conceptual elements: - a physical boundary defining what is proper to the structure and what is extraneous to it; - components to which a specific function has been attributed; - a set of stable links between the components. vSa suggestions for the case scenario Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta
- 36. vSa suggestions for the case scenario Drawing Boundaries S. Barile, F. Polese, M. Saviano, P. Di Nauta
Editor's Notes
- Systems theories have been useful in numerous research domains. In business, marketing, and specifically service research they maybe useful in particular due to their potential in addressing complexity. Complexity calls for: Distinguish betyween structural complexity and systemic complexity (one related to static structural analysis (the picture), one related to dynamic analysis (the movie). Complexity is not objective (it is linked to the observer capacity/ability to interpret the observed phenomenon (his/her interpretative scheme affect the understanding). The same observer, in time, may perceive different level of complexity (continuous allignment of complexity) There are conceptual differences between: complexity - caos - complicatedness
- reductionism & holism structure / systems paradigm dynamics boarders actors as systems: firms, individuals, customers, partners, etc.) multi actors
- Complex Service Systems, as smarter systems improve quality of life, creating more opportunities for win-win interactions: resulting in measurable resource access & value-cocreation for multiple stakeholders.
- But Complex Service Systems are not so far away from us! A global player designing and assembling an airplane engine coordinating an international network of actors. A client trying to book his honeymoon through an ICT tourims platform. A municipality designing its social policies: London Borough of Sutton.
- But Complex Service Systems are not so far away from us! A global player designing and assembling an airplane engine coordinating an international network of actors. A client trying to book his honeymoon through an ICT tourims platform. A municipality designing its social policies: London Borough of Sutton.
- But Complex Service Systems are not so far away from us! A global player designing and assembling an airplane engine coordinating an international network of actors. A client trying to book his honeymoon through an ICT tourims platform. A municipality designing its social policies: London Borough of Sutton.