On Service Productivity: The Emerging Platforms Perspective

Hung, Wei-Tien; Yuan, Soe‐Tsyr

doi:10.4236/jssm.2014.72009

Cited by 3 publications

(1 citation statement)

References 55 publications

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“…Actually, it is an issue naturally involved to behavioral change (Oinas-Kukkonen, 2013). How to change behaviors has been widely discuss in health care (Rollnick et al, 2008), but it is still lack of related research in service science (Hung & Yuan, 2014). In the health care area, the problem which scholars would confront is that people would addict to some bad behaviors, and could not return to healthy life style.…”

Section: Introductionmentioning

confidence: 99%

The Experiential Strategy to Behavior Change for New Services: Case Study of Uber in Taiwan

Huang¹,

Hung²,

Yang³

2021

JSSM

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While the notion of service science was introduced into the world, new services were continually developed to instead of old ones. This could stimulate economy growth again, and improve our life quality, if the new service could be adopted and engage and keep users into service systems. This involves an issue of behavior change. This study proposed an experiential strategy to change behaviors of users. In order to ensure the effectiveness of the experiential strategy, and to exploring how the antecedences of behaviors change under the experiential strategy, a research model in this study was built on the basis of TPB (theory of planed behavior) and stages of readiness for change model (transtheoretial model). This study took Uber as a case to conduct a survey research, and try to identify groups of users by their use experience to collect data. The datasets were analyzed by PLS (Partial Least Square) software. The results supported the effectiveness of the experiential strategy to change behaviors. Through comparing estimated models for groups, this study found that attitude to a service equally influences users' behavioral intention across models. The influence of subjective norm to a new service would decreases, when users' behaviors were more solid. The reverse direction would occur to the behavior control. Conclusions and managerial implications would be also provided on the basis of results of this study.

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Section: Introductionmentioning

confidence: 99%

The Experiential Strategy to Behavior Change for New Services: Case Study of Uber in Taiwan

Huang¹,

Hung²,

Yang³

2021

JSSM

Self Cite

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Service Systems Analysis Methods and Components: A Systematic Literature Review

Frost

2017

Service Science

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The service system has been proposed as the basic abstraction of service science and, as a result, there has been much interest in the study and analysis of service systems in recent years. This paper presents the results of a systematic literature review of recent literature on service systems through which we characterize recent changes in direction and focus in service system research and identify new emphases and areas of focus. We discuss three approaches to service system analysis: descriptive, prescriptive, and evaluative. We also discuss new research focused on studying the components of service systems. Based on research gaps observed in our review, we identify eight specific opportunities and three broad directions for future research: (1) refocusing attention on a greater diversity of research designs and analytical approaches, (2) leveraging new perspectives to perform more ontological work on system components, and (3) fostering a better understanding of the role of innovation. We present a framework of our key findings, depicting the overarching logic linking research questions, opportunities, and directions.

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Strategic Ecosystem Flexibility Design and Empowered Digital Business Design

2020

Business Reinvention for Ecosystem Value, Flexibility, and Empowerment

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To achieve a productive and sustainable high-value delivery, the issue of flexibility needs to be addressed so that the value ecosystem can cope with the uncertainty of potential internal or external changes; such changes might affect whether the value delivery is in a timely and cost-effective manner. This chapter focuses on how to flexibly configure talents, resources, organizations, and technologies (i.e., operants) toward a productive and sustainable way of delivering high-value by leveraging digital technologies. This leveraging for strategic ecosystem flexibility is two-fold. First, digital operants need to be created to serve as ecosystem actors and perform value exchanges. Second, strategic business choices need to be made so that digital solution architecture choices and additional digital operants can dynamically engage and empower actors in value co-creation. Furthermore, this also demonstrates the third dimension of the business reinvention methodology, which is about digital business strategies for ecosystem flexibility and business sustainability.

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On Service Productivity: The Emerging Platforms Perspective

Cited by 3 publications

References 55 publications

The Experiential Strategy to Behavior Change for New Services: Case Study of Uber in Taiwan

The Experiential Strategy to Behavior Change for New Services: Case Study of Uber in Taiwan

Service Systems Analysis Methods and Components: A Systematic Literature Review

Strategic Ecosystem Flexibility Design and Empowered Digital Business Design

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