An empirical analysis of financial services processes with a front‐office or back‐office orientation

Safizadeh, M. Hossein; J, Field; Ritzman, Larry P.

doi:10.1016/j.jom.2003.03.001

Cited by 63 publications

(59 citation statements)

References 34 publications

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“…A representation often used by practitioners is the "business model canvas" described by Osterwalder and Pigneur [100] having four primary elements: a value proposition, customer interface aspects (customer segment, relationships and channels), infrastructure management aspects (key activity, key resources, key partner), and financial aspects (revenue stream, cost structure). In the model shown in Figure 4, there is a slightly different representation of a business model that draws attention to front office and back office aspects commonly considered in framing service operations [101,102], and refers to a target beneficiary rather than a customer. For example, in the health system case (Section 4.5), the direct customer was an enterprise (government or health service), but the target beneficiary was the patient.…”

Section: Tools Supporting Multiple Viewpointsmentioning

confidence: 99%

Service Ecosystems Supporting High Reliability Assets

Beckett

2017

Systems

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Abstract:The owners/operators of complex assets such as production systems, military equipment and power stations aim to achieve high reliability with financial sustainability over long periods of time, and rely on a combination of internal and external socio-technical support systems to achieve this. Changes in the operational environment and technological advances may stimulate the need/opportunity for innovative reconfiguration of the assets and/or the related support systems. These assets and their support arrangements may be regarded as elements of a broader industry ecosystem. Drawing on analogies with natural ecosystems suggested in the literature, a concept of a service ecosystem is presented. Ten service system, management, engineering and design (SSMED) concepts elaborated by Spohrer and Kwan are represented in operational terms by interlinked networks of actors, of resources and of activities whose interconnections may change dynamically, combined with a business model perspective that indicates why particular configurations might make sense. Six support system case studies illustrate how effective service ecosystems are informed by multiple viewpoints including reliability assurance, business models and linkages with context-specific knowledge networks to stimulate the identification of innovative support solution architectures.

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Section: Tools Supporting Multiple Viewpointsmentioning

confidence: 99%

Service Ecosystems Supporting High Reliability Assets

Beckett

2017

Systems

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“…The back office assists the front office in providing more effective services (Metters & Vargas, 2000). The front office is more labor-intensive while the back office is more capital-intensive (Safizadeh, Field, & Ritzman, 2003). The types of tasks that the front office deals with can be varied and complex, while back office tasks are often distinct and well-defined (Boyer & Lewis, 2002).…”

Section: Front/back Service Office: the Randd Perspectivementioning

confidence: 99%

Social Capital and Knowledge Transfer in New Service Development: The Front/Back Office Perspective

Huang

2014

IJIKM

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The linkage of front and back office operations significantly influences the performance of new service development. Through a multi-case study of four regional banks in China, we explored the influencing mechanisms relating to knowledge transfer between front office and back office in new service development. We confirmed that the structural dimension of social capital (tie strength) strongly influences knowledge transfer performance through knowledge transfer opportunity, the cognitive dimension (common cognition) influences knowledge transfer through transfer capability, and the relational dimension (trust relation) exerts its influence through transfer willingness. Structural and relational social capital each has significant influence on knowledge transfer, which supports the view of the organizational system school in services. This study indicates that a service firm should build and utilize both "hard" and "soft" social capital simultaneously, so it is important to recognize customers' needs based on daily interaction through knowledge transfer from the front office.

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“…The difficulty of measuring the success of the use of OM practices at the process level was noted by Field et al (2006), who emphasise that collecting robust and reliable process performance data is not easy. This issue surfaces in an empirical study by Safizadeh et al (2003) in which the authors use a perceptual measure of performance to evaluate service delivery processes in the financial services sector. These authors mention that they could not obtain an objective processoriented measure of performance: "by performing the analysis at the process-level, there is no external or maybe even internal source for obtaining objective measures".…”

Section: Context Dependent Universal Cmentioning

confidence: 99%

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

Ponsignon¹,

Smart²,

Maull³

2012

Total Quality Management & Business Excellence

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The aim of this article is to assess whether process design principles derived from best practices are universally applicable to service organisations or context dependent. This is achieved through a comprehensive review of the Business Process Management (BPM) and Operations Management (OM) literatures. Our comparison of the existing bodies of knowledge in these disciplines reveals major inconsistencies in how the topic of process design in service environments is addressed. Drawing on the more mature, contingencyoriented OM literature we challenge the BPM discipline which prescribes that process design principles derived from best practices are universally applicable irrespective of the context in which the service organisation operates. The results strongly suggest that in the business process design area one size does not fit all service organisations and that some design principles fit better under certain contextual conditions. We then use these findings to 2 develop a contingency conceptual framework and associated research propositions linking the firm's service strategy context to the use of particular business process design principles. This extends existing theory and provides a platform for future process design research in service organisations that is more closely aligned with the needs of practitioners.

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An empirical analysis of financial services processes with a front‐office or back‐office orientation

Cited by 63 publications

References 34 publications

Service Ecosystems Supporting High Reliability Assets

Service Ecosystems Supporting High Reliability Assets

Social Capital and Knowledge Transfer in New Service Development: The Front/Back Office Perspective

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

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