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The papers in this volume present state-of-the-art quantitative and qualitative research, empirical findings, best practices, and conceptual models to support better decision making throughout any service organization. Selected as the best work presented at the 2015 annual conference of the European regional subdivision of the Decision Sciences Institute (EDSI), they offer an invaluable cross-disciplinary perspective that will be relevant to all facets of service production, including organization, management, operations, information systems, marketing, HR, supply chains, and beyond.
Papers in this volume offer powerful new pathways for innovation and optimization in global service network structures and inter-organizational relationships. The contributors also illuminate the successful management of the complex combinations of both explicit and tacit knowledge involved in service creation, reflecting new insights into behaviors linked to customer attitudes and service perceptions.
The papers collected here will be valuable to wide audiences of faculty, researchers, and students in diverse programs covering operations and supply chain management of service industry companies, and/or the effective delivery of services; and for others interested in the frontiers of decision science.
Foreword by Keong Leong xiiForeword by Roberto Filippini xivAcknowledgments xvAbout EDSI xviiAbout the Editors xviiiIntroduction: EDSI Annual Conference 2015--“Decision Sciences for the Service Economy” 1Part I: Service Operations and ManagementChapter 1: Analyzing the Motives of Reforming Customer Services in Hungarian Public Administration: A Case Study of One-Stop-Government Reforms 5Chapter 2: Closing Gaps in Professional Service Delivery Processes: A Mixed Method-Based Analysis of Clinical Research Project Budget Management 33Chapter 3: The Impact of Social Exchanges on Hospital Workers’ Engagement 53Chapter 4: Information Tools as Nondistortive Support for SMEs in Public Procurement 69Part 2: Research and Practice of Supply Chain ManagementChapter 5: Theory-Driven Survey Research in Supply Chain and Operations Management: Reflections and Calls-to-Action 97Chapter 6: Exploring Asymmetry During Collaboration and Integration in Supply Chain Management Processes 109Chapter 7: Supplier Development in SME Networks: Learning Strategies Applied in Relationship Management 135Chapter 8: A Capability-Based Framework for Purchasing’s Contribution to Open Innovation: Internal and External Consequences for Purchasing Organizations 163Chapter 9: The Impact of Supply Chain Integration on Performance: Theory and Research 187Chapter 10: Promoting Sustainability in Emerging and Frontier Regions: Are We Constrained by Our Past? 219Chapter 11: Behavior in the Newsvendor Game: An Anchoring and Adjustment Approach 229Part 3: Perspectives on ManagementChapter 12: Efficient Promotion Strategies to Face the Peter Principle 247Chapter 13: Emerging Research Issues in the Strategic Performance Management of Lean Manufacturing Organizations 265Part 4: Innovation and CompetitivenessChapter 14: Tools and Practices for Knowledge Management in Small Supply Firms 281Chapter 15: Setting a Research Agenda for Developing Open Innovation Competence in SMEs 299About the Authors 325Index 335