The study here analyses the structure and organisational behaviour of research organisations in the presence of shrinking budgets. A vital case study of large public research institution in Italy is investigated since it has a similar structure to other European research bodies. Empirical analysis shows negative rates of growth of human resources which are due to austerity programmes of governments to reduce public debt. Results support a pessimistic scenario for this public research body that might downsize the personnel of about 50% in the year 2024 or thereabouts, causing negative effects on performances of the national system of innovation. The method and findings provide vital information to policymakers for understanding the strategic change of public research institutions during environmental turbulence. Fruitful R&D management implications of human resources conclude the paper.
{"title":"Structure and Organisational Behaviour of Public Research Institutions under Unstable Growth of Human Resources","authors":"M. Coccia","doi":"10.2139/SSRN.2590378","DOIUrl":"https://doi.org/10.2139/SSRN.2590378","url":null,"abstract":"The study here analyses the structure and organisational behaviour of research organisations in the presence of shrinking budgets. A vital case study of large public research institution in Italy is investigated since it has a similar structure to other European research bodies. Empirical analysis shows negative rates of growth of human resources which are due to austerity programmes of governments to reduce public debt. Results support a pessimistic scenario for this public research body that might downsize the personnel of about 50% in the year 2024 or thereabouts, causing negative effects on performances of the national system of innovation. The method and findings provide vital information to policymakers for understanding the strategic change of public research institutions during environmental turbulence. Fruitful R&D management implications of human resources conclude the paper.","PeriodicalId":44853,"journal":{"name":"International Journal of Services Technology and Management","volume":"20 1","pages":"251"},"PeriodicalIF":0.5,"publicationDate":"2014-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.2139/SSRN.2590378","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68214123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2007-06-05DOI: 10.1504/IJSTM.2007.013946
V. P. Robaina, T. F. E. Rodriguez
In response to the need to identify and establish the strategic value of the processes covered by the Quality Standards (ISO 9001, EFQM) this work proposes a methodology that combines the Resource-Based View (RBV) with the 'process-based approach' that enables the key processes and their importance to quality system management to be identified. This methodology is applied to the hotel sector, which allows a comparison to be made with the criteria of the Q Standard of Spanish Tourism Quality and the proposal to be validated. In this respect; three types of processes have been identified: principal, complementary and support processes.
{"title":"Identifying and determining the key processes for quality management systems in the hotel sector","authors":"V. P. Robaina, T. F. E. Rodriguez","doi":"10.1504/IJSTM.2007.013946","DOIUrl":"https://doi.org/10.1504/IJSTM.2007.013946","url":null,"abstract":"In response to the need to identify and establish the strategic value of the processes covered by the Quality Standards (ISO 9001, EFQM) this work proposes a methodology that combines the Resource-Based View (RBV) with the 'process-based approach' that enables the key processes and their importance to quality system management to be identified. This methodology is applied to the hotel sector, which allows a comparison to be made with the criteria of the Q Standard of Spanish Tourism Quality and the proposal to be validated. In this respect; three types of processes have been identified: principal, complementary and support processes.","PeriodicalId":44853,"journal":{"name":"International Journal of Services Technology and Management","volume":"377 1","pages":"529-545"},"PeriodicalIF":0.5,"publicationDate":"2007-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75126298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-01-01DOI: 10.1504/IJSTM.2004.006284
Pär Åhlström
One common theme throughout the lean production literature is the focus on manufacturing companies. This paper begins the investigation into the contingencies to the applicability of lean production to service companies. A framework for lean production is described and translated into service companies, using an empirical base consisting of descriptions of lean production applications in the service sector, made by practitioners from service companies. The findings indicate that lean production is applicable to service operations, although there are contingencies to the application. The contingencies stem from the characteristics of services. There are also instances where lean production is perhaps more applicable to services than manufacturing, again due to the nature of services. The conclusions indicate a need to make operations more general, avoiding making clear differentiation between manufacturing and services, and instead focusing on the similarities between the two and thus the possibility to learn from each other.
{"title":"Lean service operations: translating lean production principles to service operations","authors":"Pär Åhlström","doi":"10.1504/IJSTM.2004.006284","DOIUrl":"https://doi.org/10.1504/IJSTM.2004.006284","url":null,"abstract":"One common theme throughout the lean production literature is the focus on manufacturing companies. This paper begins the investigation into the contingencies to the applicability of lean production to service companies. A framework for lean production is described and translated into service companies, using an empirical base consisting of descriptions of lean production applications in the service sector, made by practitioners from service companies. The findings indicate that lean production is applicable to service operations, although there are contingencies to the application. The contingencies stem from the characteristics of services. There are also instances where lean production is perhaps more applicable to services than manufacturing, again due to the nature of services. The conclusions indicate a need to make operations more general, avoiding making clear differentiation between manufacturing and services, and instead focusing on the similarities between the two and thus the possibility to learn from each other.","PeriodicalId":44853,"journal":{"name":"International Journal of Services Technology and Management","volume":"8 1","pages":"545-564"},"PeriodicalIF":0.5,"publicationDate":"2004-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77307880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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