Publicservice organisations are highly institutionalised, hierarchical and bureaucratic in nature, as well as being known for being both risk and change adverse (see Brown, 2010; Osborne & Brown, 2011; Brown & Osborne, 2013). Dacin, Munir and Tracey, (2010) and Lok and de Rond (2013) have illustrated how actors in highly institutionalised environments often work creatively and purposefully to maintain institutional stability or their position in the institutional order. As the research is set in the context of a publicserviceinnovation that attempts to change long-standing established values, beliefs and practices concerning the way services are delivered to a group of high-risk and marginalised service users, it would be highly likely this would be met with at least some level of opposition from other publicservice actors who may seek to preserve the normative order. Moreover, the institutional work literature has shown the complex, and at times messy overlap and opposition between transformation and maintenance work that can happen when changes in institutions are being driven (see Helfen & Sydow, 2013; Micelotta & Washington, 2013; Raviola & Norback, 2013). All of this suggests that maintenance work can provide vital insights into our understanding of publicserviceinnovation that could be missed if we focused only on change efforts. Consequently, both facets of institutional work can prove useful in painting an in-depth picture of how organisational actors instigate change in institutional fields and organisation practices in the context of publicserviceinnovation.
Although there have been efforts and efforts in providing exceptional services carried out by the government for persons with disabilities in the field of public transport facilities, it can be said that most still do not meet the minimum standard of an accessibility concept that is easily accessible and friendly for persons with disabilities, where the provision of facilities that are accessible to services in public transportation is essential for people with disabilities in carrying out activities and daily activities, when viewed from the concept of Good Governance where good governance can be interpreted as a reference for the process and structure of political and socio-economic relations. Efforts to create good governance can only be made if there is a balance between the roles of the three pillars, namely private and community governance. In connection with the concept of good governance that civil society is allowed to express interests in service management, then the government or service providers must make the public interest the main criteria in service delivery.
The issue of publicservice which is currently receiving attention, especially in Jakarta is the provision of mass transit services where transport services are currently considered not able to solve the problem of traffic congestion. Jakarta government through the Macro Transportation Pattern tried to change the transporting paradigm; by changing the habit of private vehicle usage towards the use of mass transit, among others, through the MRT (Mass Rapid Transit). Jakarta has grown rapidly, so that the people, especially those who belong in a productive worker, must stay outside the city. Every day, more than 4 million commuters from areas around Jakarta (Jakarta-Bogor-Depok-Tangerang-Banten) are going in and out of the capital region. Expansion tendency of the city of Greater Jakarta are so high and poorly controlled. It leads to the increasing of transportation costs, reducing levels of mobility and reducing quality of life. As a growing megapolitan, transportation issues become a problem that is not inevitable. It is estimated that by 2020, without any significant breakthrough in the transportation system, Jakarta will be bound congestion causing tremendous economic losses of up to Rp 65 billion. Currently, public transportation in Jakarta is dominated by private vehicle, and leaving only 2% for rail-based transportation. This uncontrolled growth of Jakarta also led to the depletion of land supply in the city which are mostly intangible in residential and low-rise buildings. As a result of this growth phenomenon, current Jakarta does not have enough space for future development. To be able to meet the demanding needs of economic growth and sustainable social development, one of the most sensible ways is to carefully construct the renewal of urban area comprehensively. This urban renewal initiative must be able to effectively combine the smart land use with the development of mass transit networks. As a result, the urban renewal area will be oriented towards mass transit station in a positive way.
Firms employing customer orientation bring about intelligence regarding the present as well as the potential future needs associated with targeted customers and also distribute the new intelligence throughout the entire organization (Grawe et al., 2009). The creation of customer value has been associated with the serviceinnovation. Customer value is attributed to the customer’s perceived liking for a product or service after usage it because of its features as well as performance (Woodruff, 1997). The components’ of the customer value depends on the market environment. These components are likely to change due to the change in market environments (Flint and Mentzer, 2000). Due to this fact, creating customer value through serviceinnovation necessitates that firms should predict the long term customer needs and demands. Firms while creating new services, they need to foresee environmental variations in order to ensure superior value to their customers (Grawe et al., 2009; Kandampully, 2002). Service firms should take into account customers’ opinions in serviceinnovation projects. They suggest that customers may be useful resource for knowledge, particularly for verifying a preferred technical solution by taking part in testing of a construction prototype or project. Nevertheless, customers' participation in the affirmation of service innovations is apparently more difficult than to the affirmation of product innovations (Abramovici & Bancel-Charensol, 2004; SChILLING & Werr, 2009). Gustafsson et al. (1999) researched the potential benefits of customer participation in serviceinnovation while investigating the Scandinavian Airlines (SAS). They researched how SAS has successfully launched new services and refurbished old services after taking opinions from customers. They monitored customers’ operations and attempted to determine what customers like to accomplish while travelling through the airline. They found that airlines should involve customers during the design process rather than insisting that customers should follow the company designed process.
This paper has argued for a publicservice-dominant approach to delivering public services as the only route to long term sustainable PSOs and sustainable public services. It has argued that the NPM, whilst containing important insights and produced some legitimate gains, was a flawed model and has had variable results in implementation (Pollitt 2000). First it sought to impose a product-dominant logic onto public services rather than understanding the fundamental differences between product and services management. Second, it has been unable to come to terms over the last decade with the emerging dominant paradigm of public services delivery – New Public Governance (NPG) (Osborne 2010) which has recognised that public services delivery requires the governance of sophisticated publicservice systems rather than individual PSOs. As an alternative we have argued for a framework for a sustainable business model for PSOs that embraces their publicservice-dominant nature. Subsequently we have developed this argument into seven propositions to support a sustainable business model for PSOs and for publicservice systems. These are shown diagrammatically in Figure 1 in our ‘SERVICE’ framework for a sustainable business model for publicservice organisations. This framework now requires further empirical testing to refine its components, test out their limitations and exceptions and to develop metrics to evaluate their impact.
The valorization of creativity has a strong and evident relationship with the innovation process. The creation of novelties leads to another important confrontation: the new against the traditional. Thus, one seeks to find in social groups the tendency to think that the new is always better, without any concrete evidence, and even when evidence points to the contrary. The new is not ridiculous, a fad or a hype. In this context, attitudes of disrespect towards authority and tradition can emerge as well. However, one should pay attention to the aspects of tradition in a social grouping. As discussed in the earlier propensity, tradition is related to people’s habits, which are equally structuring elements in the innovation and conviviality process. Indeed, tradition is not necessarily contrary to innovation. Some studies with experiences of innovation show that at many moments and places there have been cases of innovations that originated from past traditions which proved themselves very efficient later (EDGERTON, 2007). Furthermore, taking into account the conflict between change (new) and authority, there is an important discussion about social innovations as a powerful means of introducing transformations in society.
With Business ServiceInnovation, we help you formulate the course of action that works best for your business to actually deliver the outcomes you want from successfully putting these strategies in play. As a first step in the process, we work with you to develop a Business Value Roadmap—a set of solution offerings of software, services, education and tools designed to deliver valuable business outcomes specific to each customer. The value roadmap will be based on your current environment, your business objectives, and where you are in your shift to a business services model and approach. The combination of functionality and innovation from the roadmap allows our customers to optimize speed, innovation, performance, cost and risk, to enable business agility and competitive advantage.
Our Gold PPM cover is unique as it allows you to specify the services you require and subsequently tailors the service you receive to your specific needs. Whether you are a small individual care establishment or part of a large multinational group this package offers a comprehensive support and gives you the freedom to tailor your needs to your budgetary requirements.
An academic cloud computing service supports both virtual and traditional classrooms, and assists both teach- ers and students in improving their performance. How- ever, few studies have investigated the phenomenon of educational cloud computing. This study explored the innovation of an academic cloud computing service. The remainder of the paper is organized as follows: Section 2 describes the Ming Chuan University Cloud System (MCUCS), and Section 3 discusses the evaluation of MCUCS. The final section presents our conclusions.
phase structure for patients, carers and staff to work together to: capture and then understand their lived experiences of healthcare; improve a service based on this understanding; and measure the effects of change. In capturing experience, EBD’s primary focus is on participants’ stories of using or working in the service, told in their own words. One-to-one interviews and video diaries can be used. In this it can be related to scenario and narrative based design approaches (Carroll, 1995; Dearden et al., 2006). Patients, carers and staff use their stories to identify where service improvements are required by creating ‘emotional maps’. In groups, participants share their stories and identify ‘touchpoints’ (points of interaction with the service such as a letter, a phone call, or a physical interaction with a person) and their feelings at each touchpoint. Participants plot these touchpoints and emotions on a long chart with the stages of a patient’s journey (or a staff member’s day) placed along the top. Positive emotions are placed towards the top and negative emotions towards the bottom. Clusters of negative emotions around touchpoints on the map then suggest areas for improvement.
Innovation is ‘the design, invention, development and/or implementation of new or altered products, services, processes, systems, organisational structures or business models for the purpose of creating new value for customers and financial returns for the organisation’.
The second complicating factor refers to the high degree of heterogeneity of services. At the start of the serviceinnovation research, around 1980 services were viewed as homogeneous while in fact they are heterogeneous. For example, there are not only differences between hotels and consultancy firms, but even within these branches e.g., a conference hotel operates differently than a leisure hotel. Both service forms have different characteristics, not directly comparable. This situation describes both intrasectoral as well as intersectoral heterogeneity (Flikkema, 2008; Vence & Trigo, 2009). The visible growth, the need to innovate and the heterogeneous character of service industries requires more research on different behavioural innovation patterns within this essential industry. At the moment, there is little fragmented information available specifically concentrating on managing innovation in service firms. A comprehensive innovation management model in service firms is not yet apparent in the literature and increasingly needed to guide innovative activities (Den Hertog, 2000). The aim of this conceptual research is to contribute to more clarity on the management of innovation within service firms.
Despite the interest in improving knowledge about barriers to innovation, until now there has been little research in the field. The pioneering research on barriers to innovation carried out for the Commission of European Communities includes contributions from several researchers in eight European countries (Piatier, 1984). This research identifies some major barriers to innovation in European firms related to the education system and skilled labour, the effect of venture-capital and the banks on financing innovation and the effect of norms, legislation and public bureaucracy. For SMEs in Cyprus, Hadjimamolis (1999) presents a barriers approach to innovation in the context of small less developed countries and finds the reduction of bureaucracy and the reorganization of technical education are very important for reducing obstacles to innovation. In Canada, Mohnen and Rosa (2002) analyse the obstacles to innovation in a sample of service firms and Baldwin and Lin (2001) study the obstacles to advanced technology adoption in a sample of manufacturing firms. Mohnen and Röller (2005) study the complementarities between barriers to innovation with a sample of the CIS1 from Ireland, Denmark, Germany and Italy. Galia and Legros (2004) investigate the complementarities between obstacles to innovation using CIS2 data for a sample of French manufacturing firms. At regional level, Freel (2003) observed the barriers to product innovation in a sample of small manufacturing firms in the West Midlands area, and Mark et al (2002) analysed empirically the barriers to innovation in a small sample of SMEs located in the Valencia region of Spain.
The purpose of this research was to study the impact of innovation and change in public and private companies and its relationship to the overall net income or losses in the respective companies. The research describes and explains the relationship between managers/leaders and how innovation and change is perceived in these companies by the key employees’. The factors that will be considered in this study are the behavioral aspects of employees’ perception of innovation, and their ability to accept change in their respective daily functions. In recent years, governments and organizations have stressed the importance of innovation and change. Despite the overwhelming acknowledgement of its importance, some companies are skeptical of this trend. Numerous articles have been published on leadership, innovation, and organizational performance but there have been disputes among scholars and practitioner alike as to the measurement of organizational performance. Although studies have been done to measure the impact of leadership and organizational performance, a majority of the studies have been based solely on the financial impact. This study intends to fill the gap in the literature. The researcher is of the view that in order to measure organizational performance, one must study the financial impact of leadership and innovation as well as employee satisfaction.
(g) Managing Change and Diversity. The managers of tomorrow will need to be skilled in handling the complex processes of change taking place around them, and will require continuous refreshing and updating in such management skills. One of the dimensions of change, arising from the successful implementation of affirmative action programmes, concerns the question of diversity. Publicservice institutions will increasingly become rainbow work-places, representative of the cultures and peoples of South Africa. Such diversity could and should become a major source of strength for the service. But in the short term, at least, it is also likely to pose problems. Conflicts may arise over the infusion of new ideas and new ways of thinking, and due to misunderstandings of a cultural nature between people at work. The increasing diversity of the publicservice will therefore need to be managed effectively, to maximise the benefits and minimise the problems. Training in the management of diversity will be especially important.
Innovation surveys have not collected data on governance models or the presence of strategic management, partly because an announced governance method may not be fully implemented (as was often the case for joined-up government) and partly because popular theories of governance can inﬂuence the perception of senior managers without corresponding changes in how decisions are managed. Instead, gov- ernance methods can be indirectly identi ﬁ ed through an analysis of data on strategies and capabilities, as in the study by Arundel et al. (2015), or speciﬁc questions can be included on the use of mechanisms that indicate the presence of a strategic management approach to in- novation. Innovation activities that are inﬂuenced by governance, and which can be used to identify diﬀerent governance methods, include the sources of ideas for innovation, ranging from front-line sta ﬀ to politicians (Borins, 2001); the division of responsibilities, the innova- tion culture, managerial characteristics, and where innovation cap- abilities lie (internal to the organization or external). Strategic man- agement could also be identi ﬁ ed through the presence of mechanisms such as a written innovation strategy, the inclusion of innovation tar- gets in annual reports, the participation of managers in an ongoing innovation task force, and the active participation of politicians in in- novation (Torﬁng and Ansell, 2017).
CMD 515 Counseling in Speech-Language Pathology: (1 Hour) Prerequisites: Permission of instructor and academic advisor. This course will explore the social, emotional, cultural and vocational effects a communication disorder may have on individuals, their families and significant others. Students will learn appropriate techniques and strategies for counseling children, adolescents and adults presenting with conditions impacting communication. Students will also learn how to counsel and interact with families (immediate and extended), case managers and other service providers. CMD 519 Audiology for the Speech-Language Pathologist: (3 Hours) Prerequisite: Course in speech/hearing science or permission of instructor. Students will learn the etiology, signs, symptoms, and differential audiological findings in infants, children and adults with a variety of auditory disorders. The theory, methodology and procedures in differential diagnosis and test interpretation, including the appropriate modification of test procedures to accommodate the patient’s chronological age, intellectual age, cultural differences, physical and emotional states will be examined. The assessment and management of persons with central auditory processing disorders will be explored.