TY - CHAP
T1 - The Challenges of In-House Service Design in Organizational Transformation
T2 - a Case Study of a Multinational Manufacturing Corporation
AU - Korpikoski, Krista
PY - 2023/7/15
Y1 - 2023/7/15
N2 - As a human- and customer-centric methodology and development practice, service design inevitably starts affecting service systems and organizations (Yu and Sangiorgi, J Serv Res 21(1):40–58, 2018). It can catalyse organizational transformation (Yu and Sangiorgi, J Serv Res 21(1):40–58, 2018) by changing existing organizational practices, behaviour, and decision-making, by bringing in iterative and co-creative outside-in development strategies, to support multidisciplinary innovation (Andreassen et al., J Serv Manag 27(1):21–29, 2016; Junginger, Des Issues 24(1):26–35, 2008). However, the academic conversation does not sufficiently bring forward the organizational challenges that appear, when in-house service design is included in the organization’s research and development (R&D) activities. Such understanding is crucial since it provides knowledge on what areas to develop internally, to enhance organizational efficiency in support of transformation towards human- and customer-centric working cultures. Therefore, this qualitative research brings to attention organizational challenges from the perspective of in-house service design. The research is a case study conducted by the author, within a multinational manufacturing corporation. Conventional content analysis is used as the data analysis method. The results of this study present the qualitative internal organizational challenges from five perspectives, which occur when in-house service design is brought into an engineering-based organization. Specifically, where expert-driven and technology-oriented cultures drive development.
AB - As a human- and customer-centric methodology and development practice, service design inevitably starts affecting service systems and organizations (Yu and Sangiorgi, J Serv Res 21(1):40–58, 2018). It can catalyse organizational transformation (Yu and Sangiorgi, J Serv Res 21(1):40–58, 2018) by changing existing organizational practices, behaviour, and decision-making, by bringing in iterative and co-creative outside-in development strategies, to support multidisciplinary innovation (Andreassen et al., J Serv Manag 27(1):21–29, 2016; Junginger, Des Issues 24(1):26–35, 2008). However, the academic conversation does not sufficiently bring forward the organizational challenges that appear, when in-house service design is included in the organization’s research and development (R&D) activities. Such understanding is crucial since it provides knowledge on what areas to develop internally, to enhance organizational efficiency in support of transformation towards human- and customer-centric working cultures. Therefore, this qualitative research brings to attention organizational challenges from the perspective of in-house service design. The research is a case study conducted by the author, within a multinational manufacturing corporation. Conventional content analysis is used as the data analysis method. The results of this study present the qualitative internal organizational challenges from five perspectives, which occur when in-house service design is brought into an engineering-based organization. Specifically, where expert-driven and technology-oriented cultures drive development.
KW - Service design
KW - Organizational transformation
KW - Transformation design
KW - Transformational change
UR - https://link.springer.com/book/9783031293054
U2 - 10.1007/978-3-031-29306-1_11
DO - 10.1007/978-3-031-29306-1_11
M3 - Chapter
SN - 978-3-031-29305-4
SN - 978-3-031-29308-5
T3 - Springer Series in Design and Innovation
SP - 183
EP - 206
BT - Service Design for Emerging Technologies Product Development
A2 - Zakir Abdul Hamid, Umar
A2 - Suoheimo, Mari
PB - Springer
ER -