Symposium on “Technology Management in the Service Sector”

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Symposium on “Technology Management in the Service Sector”

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PICMET 2007

clipped from www.slideshare.net Symposium on “Technology Management in the Service Sector”

Conseguimos publicar lá em 2009!

Ver livro Metka Stare and Luis B. Rubalcaba

Será que está disponível já?

clipped from knowledgeintensiveservices.blogspot.com The sectoral approach toward explaining development has enabled services (tertiary sector) to be disentangled from industry (secondary sector) and agriculture (primary sector) and introduced some distinguishing features of services such as intangibility, non-storability, non-tradability and low productivity of services. Gradually, with more diversified study of services coupled with technological advancement, the heterogeneity of services was acknowledged, allowing some services to be treated as storable, tradable and not necessarily consumed simultaneously with production. Research on services has traveled a long way, starting from a category of non-productive spending introduced by A. Smith over the bumpy road of three centuries of economic thought toward new concepts such as services science. From being treated as a residual in national accounts, services became the dominant category in most economies.

A colaboração como forma de reduzir custos e melhorar imagem

clipped from www.nytimes.com Such enthusiasts are known as lead users, or super-users, and their role in contributing innovations to product development and improvement — often selflessly — has been closely researched in recent years. There have been case studies of early skateboarders and mountain bikers and their pioneering tweaks to their gear, for example, and of the programmers who were behind open-source software like the Linux operating system. These unpaid contributors, it seems, are motivated mainly by a payoff in enjoyment and respect among their peers. In talking to people and surveying the research on voluntary online communities, Verizon concluded that super-users would be crucial to success.

É isso que a Patty vem falando já faz um tempo.

Perguntas que eu faria (e acabarei achando legal pesquisar e respondê-las):
- isso funciona para quaisquer tipos de atividades? se não, quais em especial?
- isso pode ser criada, ou somente pode ser incentivada quando já existe um fagulha?
- quais os impactos dessa colaboração para a imagem da organização?
- como seria um modelo de negócio que levasse em consideração a perspectiva do cliente como um co-produtor constante, um membro da equipe? Será que o osterwalder deixou um lugar para isso?

Vamos ver...