Maricela Salgado, María Valeria De Castro Martínez, Esperanza Marcos Martínez, M. López-Sanz, M. Martín-Peña
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A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.FindingsThe main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.Research limitations/implicationsThis study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.Originality/valueAlthough this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.","PeriodicalId":47021,"journal":{"name":"Journal of Service Theory and Practice","volume":" ","pages":""},"PeriodicalIF":3.9000,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":"{\"title\":\"Driving organisational change in SMEs using service design\",\"authors\":\"Maricela Salgado, María Valeria De Castro Martínez, Esperanza Marcos Martínez, M. 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A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.FindingsThe main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). 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Driving organisational change in SMEs using service design
PurposeThe purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.Design/methodology/approachThis research used the design science research methodology, which enabled the creation of the Service Design for Organisational Change (SD4OCh) methodology. A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.FindingsThe main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.Research limitations/implicationsThis study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.Originality/valueAlthough this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.
期刊介绍:
Formerly known as Managing Service Quality – Impact Factor: 1.286 (2015) – the Journal of Service Theory and Practice (JSTP) aims to publish research in the field of service management that not only makes a theoretical contribution to the service literature, but also scrutinizes and helps improve industry practices by offering specific recommendations and action plans to practitioners. Recognizing the importance of the service sector across the globe, the journal encourages submissions from and/or studying issues from around the world. JSTP gives prominence to research based on real world data, be it quantitative or qualitative. The journal also encourages the submission of strong conceptual and theoretical papers that make a substantive contribution to the scholarly literature in service management. JSTP publishes double-blind peer reviewed papers and encourages submissions from both academics and practitioners. The changing social structures and values, as well as new developments in economic, political, and technological fields are creating sea-changes in the philosophy, strategic aims, operational practices, and structures of many organizations. These changes are particularly relevant to the service sector, as public demand for high standards increases, and organizations fight for both market share and public credibility. The journal specifically addresses solutions to these challenges from a global, multi-cultural, and multi-disciplinary perspective.