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Journal articles on the topic 'Service 7'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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1

Itami, Makoto. "7. Prospects Toward Commercial Broadcasting Service." Journal of The Institute of Image Information and Television Engineers 71, no. 3 (2017): 177–79. http://dx.doi.org/10.3169/itej.71.177.

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Martín Clavo, David, Barbara Brugger, Nicole Cremel, Catherine Delamare, Isabel Fernandez Gonzalez, Eric Lienard, Reinoud Martens, et al. "Challenges, solutions and lessons learnt in 7 years of Service Management at CERN." EPJ Web of Conferences 214 (2019): 08003. http://dx.doi.org/10.1051/epjconf/201921408003.

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CERN has been using ITIL Service Management methodologies and ServiceNow since early 2011. Initially a joint project between just the Information Technology and the General Services Departments, now most of CERN is using this common methodology and tool, and all departments are represented totally or partially in the CERN Service Catalogue. We introduce a summary of the current situation of Service Management at CERN, as well as its recent evolution. We discuss service onboarding, user experience, and tool configuration, outlining the challenges faced, solutions adopted and some important lessons learnt. Some of the most important points relate to CERN’s common process and service catalogue, which have enabled scalability; hiding complexity from users in order to improve user experience; and the good practices to configure CERN’s Service Management application which have been learnt in the 8 years of the project. Finally, we present ongoing and future work, such as the upgrade of the CERN Service Portal and bringing even more new services board.

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3

Wiktorowska-Jasik, Anna. "Logistic service branch as an economic mesosystem." JOURNAL OF INTERNATIONAL STUDIES 7, no. 1 (May 20, 2014): 84–93. http://dx.doi.org/10.14254/2071-8330.2014/7-1/7.

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4

Saunby, Deborah. "P19 Widening access to hospice services: The development of a 7/7 community specialist palliative care nurse service and a rapid response service pilot." BMJ Supportive & Palliative Care 3, Suppl 1 (October 2013): A16.2—A16. http://dx.doi.org/10.1136/bmjspcare-2013-000591.41.

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Gulati, Karishma, Neeru Mundra, and Karan Trehan. "Knowledge Management-Success Platform for Service Innovations and 7 P's of Services." FIIB Business Review 3, no. 1 (January 2014): 54–60. http://dx.doi.org/10.1177/2455265820140109.

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Marques, Filipe T., Jacques P. Sauvé, and J. Antão B. Moura. "SLA Design and Service Provisioning for Outsourced Services." Journal of Network and Systems Management 17, no. 1-2 (February 14, 2009): 73–90. http://dx.doi.org/10.1007/s10922-009-9115-7.

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Geraghty, Jemell. "A 7-day NHS service for all?" British Journal of Nursing 24, Sup15 (August 12, 2015): S3. http://dx.doi.org/10.12968/bjon.2015.24.sup15.s3.

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Bushueva, T. A., N. M. Kukui, A. A. Fufaev, and L. A. Margaryan. "Service characteristics of additive PMA ?M-7?" Chemistry and Technology of Fuels and Oils 26, no. 11 (November 1990): 597–99. http://dx.doi.org/10.1007/bf00725904.

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Meier, Sylvia, Anja Schüür-Langkau, and Jacqueline Pohl. "Service." Controlling & Management Review 59, no. 4 (March 2015): 72–73. http://dx.doi.org/10.1007/s12176-015-0598-7.

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10

Hou, M., and H. T. Mouftah. "Investigation of premium service using differentiated services IP." Computer Communications 22, no. 14 (September 1999): 1283–95. http://dx.doi.org/10.1016/s0140-3664(99)00126-7.

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Bhatt, Kedar. "Measuring service fairness and its impact on service quality and satisfaction: a study of Indian Banking Services." Journal of Financial Services Marketing 25, no. 1-2 (March 27, 2020): 35–44. http://dx.doi.org/10.1057/s41264-020-00069-7.

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Hasan, Mohd Hilmi, Jafreezal Jaafar, and Mohd Fadzil Hassan. "Monitoring web services’ quality of service: a literature review." Artificial Intelligence Review 42, no. 4 (October 30, 2012): 835–50. http://dx.doi.org/10.1007/s10462-012-9358-7.

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Adi, Erwin, Zubair A. Baig, Philip Hingston, and Chiou-Peng Lam. "Distributed denial-of-service attacks against HTTP/2 services." Cluster Computing 19, no. 1 (January 11, 2016): 79–86. http://dx.doi.org/10.1007/s10586-015-0528-7.

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Suvittawat, Adisak. "Logistics service innovation for business growth: A case study of Thai logistics entrepreneurs." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 7. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(7).

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With the advent of e-commerce the logistics industry experienced a new never before seen high. Logistics is a great opportunity for service innovations and business growth in this time and age. This research study compared Thai and Indonesian logistics entrepreneurs in various dimensions including: customer satisfaction, service guarantee, service blueprint, pay by installment, product testing trial and the offering of additional services. Logistics has become a service industry with a service mind that follows a service blueprint. Those who do not adjust to the demands of the market and focus on customer satisfaction are left behind and miss out on the business growth opportunity. Indonesian logistics services are still reaching back to their colonial heritage and have to regroup and refocus while Thailand appears to be ahead of the game; even so Indonesia may have a greater transport volume in terms of export and ocean cargo. Thailand embraces the demand for new domestic logistic services like Grab and companies like Kerry carry more than their fare share focusing on warranties and guaranties something new in an industry and country who usually passes on the blame whenever they can. But in this case with logistics the innovative companies take responsibility. Keywords: business growth; entrepreneurs; logistics; service innovation

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15

Egger, John B. "No Service to Learning: “Service-Learning” Reappraised." Academic Questions 21, no. 2 (June 2008): 183–94. http://dx.doi.org/10.1007/s12129-008-9057-7.

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Babamir, Seyed Morteza, and Masoud Arabfard. "Improving Service Accessibility in Service-Oriented HIS." Journal of Medical Systems 36, no. 6 (August 17, 2012): 4021–30. http://dx.doi.org/10.1007/s10916-012-9874-7.

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Devara, I. Gusti Dama Galang, Anak Agung Sagung Laksmi Dewi, and Ni Made Puspasutari Ujianti. "Perlindungan Hukum terhadap Data Pribadi Pengguna Jasa Transportasi Online." Jurnal Preferensi Hukum 1, no. 1 (July 27, 2020): 1–7. http://dx.doi.org/10.22225/jph.1.1.2259.1-7.

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Technological developments have brought an impact on all community activities, one of which is the emersion of online transportation services such as those provided by Gojek, Grab, Uber, and others which do not only provide the services of riding but also the services of the delivery of goods, food and others. Using online transportation services requires users to download the application and register themselves. However, the personal data of the service users are often misused by drivers for certain reasons and purposes. To overcome and anticipate this, a strict legal regulation appearing as the legal umbrella to protect each online transportation user from misuse of their personal data by the driver is necessary. This study examines the forms of legal protection for users of online transportation services. Conducted in the design of normative legal research, the study makes use of articles and paragraphs of the laws on transportation and several other related laws. The results of the study indicate that legal protection for users of online transportation services from misuse of their personal data takes the form of repressive legal protection. Online transportation service users are permitted to file a civil suit to the online transportation service provider and to file a direct criminal suit regarding the acts of the driver, not on behalf of the online transportation service provider. Efforts to resolve the dispute-causing acts of misuse of personal data of online transportation service users can be made through deliberations, arbitration and courts. The three forms of settlement are in accordance with Article 45 Paragraph (1), (2) of the Indonesian Basic Agrarian Law and Article 6 of the Arbitration Law. Regarding the act of arbitrary canceling the use of online transportation services by service users appears a crucially urgent object to be studied from a legal perspective in the next studies.

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Devasagayam, Dhayanthi, and David Clarke. "Changes to Inpatient Consultation-Liaison Psychiatry Service Delivery Over a 7-Year Period." Australasian Psychiatry 16, no. 6 (January 1, 2008): 418–22. http://dx.doi.org/10.1080/10398560802074676.

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Objective: The aim of this paper was to examine the effect of changes to a consultation-liaison (C-L) service at Maroondah Hospital on referral and service delivery patterns across a period of 7 years. There is no national benchmarking of C-L service. Local services respond to local political and service demands. There have been significant changes to the C-L service at Maroondah Hospital between 1999 and 2006. During the intervening years, psychogeriatric referrals have been included and gazetting of general hospital beds has resulted in detention of patients under the Mental Health Act (MHA). Method: Clinical audit data from assessments by the C-L service during the above period were entered into a database and analysed. Results: The annual referral rate increased as did the mean age of referred patients. The main reason for referral changed from suicide evaluation and history of psychotic symptoms to depression. Referral lag time did not change significantly. A higher proportion of patients received a single consultation and a greater number required psychiatric inpatient care. Conclusion: The nature of referral changed towards older, sicker patients and away from younger, suicidal patients which, together with an increased referral rate, significantly increased demand on available resources.

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19

Newton, D. E. "A 24/7 service needs many more doctors." BMJ 347, sep04 1 (September 4, 2013): f5114. http://dx.doi.org/10.1136/bmj.f5114.

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20

Lewis, Matthew. "Consultant job planning for a 7-day service." Future Hospital Journal 4, no. 1 (February 2017): 33–36. http://dx.doi.org/10.7861/futurehosp.4-1-33.

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21

Tavabie, Oliver. "Consultant job planning for a 7-day service." Future Hospital Journal 4, no. 2 (June 2017): 150.2–150. http://dx.doi.org/10.7861/futurehosp.4-2-150a.

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22

Zou, Tracy X. P., Robin S. Snell, Maureen Y.L. Chan, and Amy L. Y. Wong. "A 7 Cs model of effective service leadership." Leadership & Organization Development Journal 39, no. 6 (August 6, 2018): 745–61. http://dx.doi.org/10.1108/lodj-01-2018-0048.

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Purpose The purpose of this paper is to identify attributes and practices that are salient for effectiveness in middle- and senior-level service leadership positions. Design/methodology/approach Critical incident interviews were conducted with 17 key informants, who were service leaders in various service sectors in Hong Kong, and with ten stakeholders. Findings Grounded theory analysis generated a 7 Cs model with seven categories of service leadership attributes and practices: character, choreography, care, creativity, charisma, collaborating and competence self-improvement, and 24 constituent concepts. There was concordance between pairs of key informants and stakeholders. Research limitations/implications Further research could investigate the impact on frontline service leaders’ performance if one or more of the 7 Cs are perceived to be absent or deficient among leaders at more senior levels, and whether there are acceptable substitutes for particular Cs. Practical implications The 7 Cs model identifies service leadership attributes and practices across diverse sectors. Originality/value The 7 Cs model provides a map for orienting the developmental preparation of individuals, who are aspiring to become middle- and senior-level leaders in economies that have become highly dependent on service.

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23

Kochan, Anna. "Robots provide 24/7 milking service for cows." Industrial Robot: An International Journal 31, no. 5 (October 2004): 396–400. http://dx.doi.org/10.1108/01439910410551782.

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Kelly, Glenn, and Ann Parry. "Managing Challenging Behaviour of People With Acquired Brain Injury in Community Settings: The First 7 Years of a Specialist Clinical Service." Brain Impairment 9, no. 3 (December 1, 2008): 293–304. http://dx.doi.org/10.1375/brim.9.3.293.

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AbstractThis article provides a review of the development and clinical practice of the ABI Behaviour Consultancy (the ‘Consultancy’), a specialist clinical service that provides outreach behaviour management support across the state of Victoria, Australia, to people with acquired brain injury (ABI) and their social network (i.e., family members, friends, support workers, and therapists). The Consultancy is a small, unique service that has developed ways of providing behaviour management strategies in community settings, despite the difficulties presented by changing and uncontrolled environments. The aim of this article is to provide a detailed account of this service. Information from the first 7 years of full operation, 1998 to 2004, is presented, during which a small number of psychologists saw more than 800 clients. A detailed description is given of behaviours referred and associated risks, assessment procedures, intervention approaches, and research activity. A variety of key service aspects are detailed, including the qualifications required of specialised staff, the service funding levels, and funding and service issues. These detailed accounts of service delivery are placed in the context of several major themes: specialist versus generalist services, the deployment of targeted interventions throughout the lifespan of a brain-injured individual, the role of specialist behaviour management services in the continuum of brain-injury support services, and broader equity issues.

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Robra-Bissantz, Susanne, Anna M. Lux, and Christoph Lattemann. "Service for Good." Informatik Spektrum 44, no. 4 (August 2021): 274–82. http://dx.doi.org/10.1007/s00287-021-01383-7.

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ZusammenfassungVorspann: Die digitale Transformation geht Hand in Hand mit einem radikalen Wandel der Märkte. Gewinner beider Entwicklungen sind solche Unternehmen, die das Wohlergehen von Menschen in den Vordergrund stellen und „Service for Good“ anbieten.Auf dem Weg zu Service for Good: Die Entwicklungen der vergangenen Jahre führen uns vor Augen, dass sich grundlegende Annahmen über Märkte, Produkte und Wertschöpfung verändern. Die Gewinner der digitalen Transformation machen vor, was theoretische Fundamente der modernen Betriebswirtschaftslehre erklären: Die Zukunft liegt in der Gestaltung von Services, die auf die persönliche Situation von Menschen ausgerichtet sind. Eine Herausforderung des Human Life Engineering ist es, Potenziale der Digitalisierung für personennahe Dienstleistungen nutzbar zu machen. Der vorliegende Beitrag beleuchtet hierfür notwendige Grundlagen der Service Logik und stellt mit der Service Canvas einen anwendungsorientierten Gestaltungsrahmen vor. Hieraus leitet sich ein Methodenset zum Design personennaher Dienstleistungen ab, das im Rahmen eines Forschungsprojekts eine erste praktische Anwendung fand. Ziel ist es, Unternehmen in der Gestaltung zukunftsorientierter Angebote zu begleiten, die das Wohlergehen von Menschen in den Vordergrund stellen: Service for Good.

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Chesaina, Francis, and Esther Gitonga. "Service Delivery and Performance of Kenya Commercial Bank Limited: A Critical Review of Literature." International Journal of Current Aspects 3, no. II (April 20, 2019): 71–82. http://dx.doi.org/10.35942/ijcab.v3iii.7.

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The overall goal of any business entity is to have the needs of customers satisfied. In the business world customers are the source of profit and revenue for the service organizations and improvements in service delivery leads to customer loyalty. Rapid developments in the business environment such as globalization have made organizations to adopt a spirit of completion and innovation so as to be able to meet the equally changing customer needs and expectations. In order to compete effectively, it has become essential for businesses to constantly improve on the quality of their products and services by marketing, product differentiation and cost reduction. The changes in the environment is forcing organizations to move from a retail model that emphasizes transaction processing and operational capabilities to one that focuses more effectively on the needs of customers, recognizing that they often vary across segments. In a move to optimize services and diminish costs, banks are regularly migrating towards a twenty four hour service where clients are enjoying the superior sense of independence that this creates. This study seeks to establish the effect of service delivery on performance of Kenya Commercial Bank Limited, Kenya. The review is based on SERVQUAL model Systems, Modelling Theory, Gaps Model of Service Quality and Theory of Performance. The literature reviewed indicates that service delivery by Kenya Commercial Bank improves organization performance. However, the specific service delivery channels and tools are noted to differ from one organization to the next. The level of service delivery will also be different and expected to influence organization performance. This is in line with SERVQUAL that requires assessing level and type of service delivery would lead to higher customer satisfaction and thus organization performance. The level of service quality in term of reliability, assurance, tangibles, empathy and responsiveness are crucial to be studied. This review therefore recommends for an empirical study to assess how service delivery affects performance at KCB. KCB management is also recommended to put in place mechanisms of ensuring sustained service delivery and thus maintain above competition organization performance. This is an open-access article published and distributed under the terms and conditions of the Creative Commons Attribution 4.0 International License of United States unless otherwise stated. Access, citation and distribution of this article is allowed with full recognition of the authors and the source.

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Swoboda, Bernhard S. "Biblio Service." Management International Review 48, no. 6 (December 2008): 793–98. http://dx.doi.org/10.1007/s11575-008-0108-7.

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Vargo, Stephen L., and Robert F. Lusch. "Why “service”?" Journal of the Academy of Marketing Science 36, no. 1 (August 3, 2007): 25–38. http://dx.doi.org/10.1007/s11747-007-0068-7.

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Rönkä, Anna, Marianne Ekonen, Mia Tammelin, and Leena Turja. "Management in the 24/7-society raises concerns of fairness and social responsibility." Social Responsibility Journal 14, no. 3 (August 6, 2018): 670–84. http://dx.doi.org/10.1108/srj-06-2017-0100.

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Purpose Despite the pressure on work-family polices arising from the increase in nonstandard working times in various sectors, only a few studies have addressed management practices in 24/7 workplaces. This paper aims to investigate the challenges Finnish managers face in meeting the various tensions stemming from nonstandard working hours and services operating 24/7. Two typical 24/7 work contexts are focused: the hospitality and retail industries and flexibly scheduled early childhood education and care (ECEC) services. The emphasis is on management practices relating to the planning of work shifts and children’s care schedules. Design/methodology/approach Study 1 comprises focus group interviews with middle managers (N = 20) working in hotels, stores and service stations with restaurants and shopping facilities. Study 2 uses survey data on directors (N = 20) of centers offering flexibly scheduled ECEC services. Findings The results showed that management in 24/7 workplaces raises issues of fairness and social responsibility. Managers in both sectors were faced with constantly varying service demands, leading further to changes and unpredictability in employee working times. Alongside organizational goals, the business managers reported needing to consider employee needs and the ECEC service directors the well-being of parents and children. They also reported seeking the most cost-effective way to deliver services at a time of budget cuts. Research limitations/implications The relatively small sample sizes and non-representative nature of the data restrict the generalizability of the results. Practical implications Service organizations need to design a 24/7 strategy that includes organizational communication and guidelines on fair work scheduling. Key issues in management are finding ways to enhance predictability within unpredictability, discussing the most common ethical problems and developing the skills needed to manage diversity. These are elements that should be included in management training. Originality/value The study contributes to the literature by focusing on seldom studied issues and innovately approached by comparing two work sectors.

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Meert, Deborah L., and Lisa M. Given. "Measuring Quality in Chat Reference Consortia: A Comparative Analysis of Responses to Users’ Queries." College & Research Libraries 70, no. 1 (January 1, 2009): 71–84. http://dx.doi.org/10.5860/0700071.

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Academic libraries have experienced growing demand for 24/7 access to resources and services. Despite the challenges and costs of chat reference service and consortia, many libraries are finding the demand for these services worth the cost. One key challenge is providing and measuring quality of service, particularly in a consortia setting. This study explores the quality of service provided in one academic library participating in a 24/7 chat reference consortium, by assessing transcripts of chat sessions using in-house reference quality standards. Findings point to both similarities and differences between chat interactions of local librarians versus consortia staff.

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Munir, Agus Q., and Harum Setyoningsih. "Rancang Bangun Aplikasi Location Based Service Butik Berbasis Android." Jurnal Sistem Informasi dan Komputer Terapan Indonesia (JSIKTI) 1, no. 1 (September 30, 2018): 1–12. http://dx.doi.org/10.33173/jsikti.7.

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Yogyakarta was one of Indonesian tourist destinations that had potentials from its art and cultural interest. This was indeed supported mode development that was also one of art-cultural forms. Along with the era development, it was established a mode appreciation in Yogyakarta namely a boutique. The intense of boutiques in Yogyakarta had become various modes created so that it sometimes made customers had difficulties to determine which boutique to visit. This kind of condition was not effective towards time, cost and employees. Therefore, it needed a technology that was able to help customers in selecting boutiques. The study was designed and built using the Android mobile operating system is a variant of a mobile operating system developed from the Linux operating system. Android has a location-based service location-based service that is used to display and manipulate maps. Technology location based services using android smartphone media can create applications that are useful in the selection of modes available in every boutique and facilitate the search location by using maps and routes that connect to the google map service. The results of this study are based apps location-based service boutique android for the selection of boutique and can help facilitate in finding boutique location information.

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Chiraphadhanakul, Virot, and Cynthia Barnhart. "Incremental bus service design: combining limited-stop and local bus services." Public Transport 5, no. 1-2 (July 6, 2013): 53–78. http://dx.doi.org/10.1007/s12469-013-0067-7.

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Koerner, Melissa M. "The Conceptual Domain of Service Quality for Inpatient Nursing Services." Journal of Business Research 48, no. 3 (June 2000): 267–83. http://dx.doi.org/10.1016/s0148-2963(98)00092-7.

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Berman, Lawrence E., and Donald A. Dunn. "Service bundling and strategic equilibrium in the information services industry." Journal of Economics and Business 39, no. 2 (May 1987): 115–29. http://dx.doi.org/10.1016/0148-6195(87)90011-7.

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35

Ball, R. "Practical marketing for dentistry. 7. Characteristics of service businesses." British Dental Journal 181, no. 4 (August 1996): 141–46. http://dx.doi.org/10.1038/sj.bdj.4809190.

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Babad, Yair M., Maqbool Dada, and Aditya N. Saharia. "An appointment-based service center with guaranteed service." European Journal of Operational Research 89, no. 2 (March 1996): 246–58. http://dx.doi.org/10.1016/0377-2217(95)00267-7.

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37

Lestari, Setyani Dwi, Mariah Mariah, Heni Iswanti, and Umbar Riyanto. "The Effect of Product, Service, and Customer Satisfaction on Word-of-Mouth Behavior." GATR Journal of Management and Marketing Review 4, no. 2 (June 25, 2019): 149–56. http://dx.doi.org/10.35609/jmmr.2019.4.2(7).

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Objective – Banks are financial intermediaries which are vital to support the economy of a country. Banks can be interpreted as the financial institutions whose activities are collecting funds from the community, distributing the funds back to the community, and providing other banking services. The development and improvement of service quality from the banks should be the center of public attention. This is because of the tight competition in terms of quality of the services, products, and marketing strategies undertaken by the banks. In an environment of tight competition, the top priorities of service companies such as banks are customer satisfaction and excellent service quality in order to improve customer loyalty and word-of-mouth behavior. This research aims to study, analyze, and explore the effect of product, service, and customer satisfaction on word-of-mouth (WOM) behavior at PT Bank Jakarta. Methodology/Technique –The models used in this research is a descriptive and associative model using SPSS 19. This study uses a simple random sampling technique with a total sample of 80 people. The research instrument used as a measuring tool in this study is a questionnaire consisting of 40 statements. Findings & Novelty – The result of this research show that product (X1), service (X2), and customer satisfaction (X3) simultaneously affect word-of-mouth behavior (Y). The results conclude that PT Bank Windu Kentjana International Tbk Jakarta should improve the quality of its products and services delivered to its customers and prospective customers in order to build their loyalty and improve their word-of-mouth. Type of Paper: Empirical Keywords: Product; Service; Customer Satisfaction; Word of Mouth Behavior. Reference to this paper should be made as follows: Lestari, S. D.; Mariah, Iswanti, H.; Riyanto. U. 2019. The Effect of Product, Service, and Customer Satisfaction on Word-of-Mouth Behavior, J. Mgt. Mkt. Review 4 (2): 149 – 157 https://doi.org/10.35609/jmmr.2019.4.2(7) JEL Classification: M30, M31, M39.

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Bothe, Stephanie, Dorothea Schaffner, Uta Jüttner, and Lutz Schlange. "Sustainable service quality." uwf UmweltWirtschaftsForum 24, no. 4 (November 24, 2016): 353–59. http://dx.doi.org/10.1007/s00550-016-0422-7.

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Vakili, Meysam, Neda Jahangiri, and Mohsen Sharifi. "Cloud service selection using cloud service brokers: approaches and challenges." Frontiers of Computer Science 13, no. 3 (June 9, 2018): 599–617. http://dx.doi.org/10.1007/s11704-017-6124-7.

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Uyiomendo, Efosa Emmanuel, and Tore Markeset. "Subsea maintenance service delivery: Mapping factors influencing scheduled service duration." International Journal of Automation and Computing 7, no. 2 (May 2010): 167–72. http://dx.doi.org/10.1007/s11633-010-0167-7.

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41

Jameson, Ben. "Acute General Practice – the 7 year itch." Acute Medicine Journal 14, no. 3 (July 1, 2015): 132–35. http://dx.doi.org/10.52964/amja.0450.

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The Acute GP Service has operated in Plymouth for the last 7 years. We have a mandate to improve patient care through supporting community GPs and their patients at the point of need for urgent medical assessment. I outline our service design and delivery and make the argument for the use of primary care physicians to help manage the interface between primary and secondary care.

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Fu, B. L., Y. Li, B. Zhang, B. S. Yin, H. L. Zhu, and Z. F. Xing. "Dynamic evaluation of ecosystem service value of the riparian zone based on remote sensing from 1986 to 2012." Solid Earth Discussions 7, no. 3 (August 6, 2015): 2151–84. http://dx.doi.org/10.5194/sed-7-2151-2015.

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Abstract. In this paper, we calculated comparable and dynamic ecosystem service value per unit area in the riparian zone of Second Songhua River; then we also estimated changes in the value of ecosystem services resulting from land use changes; finally, we continuously evaluated the riparian ecosystem service value based on 520 basic evaluation units (BEUs) and explored the trend of the riparian ecosystem service value from 1986 to 2012. The results indicated that comparable economic values of per unit area food production of farmland ecosystems in 2012 almost increased three times more than that in 1986 from 154.83 to 382.45 $ ha−1; the people's willingness to pay for farmland ecosystem services increased from 0.24 in 1986 to 0.48 in 2012; the land areas supporting the environment and society generally declined, whereas areas of farmland significantly increased from 1986 to 2012; the riparian total ecosystem service value increased from 42.30 million $ in 1986 to 119.67 million $ in 2012, with an average increase rate of 4.06 % yr−1; the ecosystem service value of four reaches all have seen a sharp increase from 1986 to 2012; the average ecosystem service value of a reach was the smallest one in the four reaches, and the value of c and d reach was significantly more than other two reaches.

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Sung, Inkyung, and Peter Nielsen. "Zoning a Service Area of Unmanned Aerial Vehicles for Package Delivery Services." Journal of Intelligent & Robotic Systems 97, no. 3-4 (June 10, 2019): 719–31. http://dx.doi.org/10.1007/s10846-019-01045-7.

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Sawitri, Dyah, Wiliarisa Prita Purwanti, and Kohar Adi Setia. "Analisis Pengaruh Kepemimpinan, Komunikasi, dan Sistem Kontrol Terhadap Kinera Organisasi Melalui Perilaku Pelayanan." Jurnal Manajemen dan Bisnis Indonesia 5, no. 1 (October 1, 2017): 62–77. http://dx.doi.org/10.31843/jmbi.v5i1.140.

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The improvement of health services should be directed to the provision of quality health services that are organized in accordance with the ethical standards and professional services. Under these conditions the hospital as a health care unit is required to improve its performance in a way to serve the community as well as possible in order to be a good hospital and the one refered to, able to give satisfaction to the patient. The purpose of study ia to examine the effect of (1) the leadership on the service behavior. (2) the communication on the service behavior. (3) the system of control on the service behavior. (4) the service behavior on the organizational performance. (5) the leadership on the organizational performance. (6) the communication on the organizational performance. (7) the system of control on the organizational performance. (8) the leadership on the organizational performance through the service behavior. (9) the communication on the organizational performance through the service behavior. (10) the system of control on the organizational performance through service behavior. This study is a survey research using a type of explanation (explanatory research). The results showed that: (1) the leadership has a significant effect on the service behavior. (2) the communication has a significant effect on the service behavior. (3) the control has a significant effect on the service behavior. (4) The service behavior has a significant effect on the organizational performance. (5) the leadership has a significant effect on organizational performance. (6) the communication have a significant effect on organizational performance. (7) the system of control has a significant effect on organizational performance. (8) the leadership significantly influences organizational performance through service behavior. (9) the communication significantly influences organizational performance through service behavior. (10) the system of control significantly influences organizational performance through service behavior. Keywords: leadership, communication, system of control, service behavior, organizational performance.

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Lee, Daewon, and HwaMin Lee. "IoT service classification and clustering for integration of IoT service platforms." Journal of Supercomputing 74, no. 12 (May 4, 2018): 6859–75. http://dx.doi.org/10.1007/s11227-018-2288-7.

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Scalvini, Simonetta, Marco Mazzù, Amerigo Giordano, Emanuela Zanelli, Carlo Piemontese, Francesco Fedele, and Fulvio Glisenti. "A review of seven years’ telecardiology experience." Journal of Telemedicine and Telecare 13, no. 1_suppl (July 2007): 50–52. http://dx.doi.org/10.1258/135763307781644997.

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We have reviewed a multidisciplinary, home-based, telecardiology service which has been used for follow-up of patients discharged early from hospital. In seven years of activity 12,576 calls have been received by 896 cardiac patients following the home based telecardiology programme: 239 patients with acute cardiac syndrome, 427 patients with chronic heart failure and 230 patients with arrhythmia. Follow-up ranged from 7–180 days. From the user's first contact with the call centre to the recording of the report took a mean time of 7–10 min. The telemedicine service is provided by a total of 14 service centre operators, 49 medical specialists, 39 nurses and 4 physiotherapists. In our experience, Web services are ideal to develop and to manage telemedicine services.

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Walker, Andrew, Jessica Rose Barrett, William Lee, Robert M. West, Elspeth Guthrie, Peter Trigwell, Alan Quirk, Mike J. Crawford, and Allan House. "Organisation and delivery of liaison psychiatry services in general hospitals in England: results of a national survey." BMJ Open 8, no. 8 (August 2018): e023091. http://dx.doi.org/10.1136/bmjopen-2018-023091.

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ObjectivesTo describe the current provision of hospital-based liaison psychiatry services in England, and to determine different models of liaison service that are currently operating in England.DesignCross-sectional observational study comprising an electronic survey followed by targeted telephone interviews.SettingAll 179 acute hospitals with an emergency department in England.Participants168 hospitals that had a liaison psychiatry service completed an electronic survey. Telephone interviews were conducted for 57 hospitals that reported specialist liaison services additional to provision for acute care.MeasuresData included the location, service structures and staffing, working practices, relations with other mental health service providers, policies such as response times and funding. Model 2-based clustering was used to characterise the services. Telephone interviews identified the range of additional liaison psychiatry services provided.ResultsMost hospitals (141, 79%) reported a 7-day service responding to acute referrals from the emergency department and wards. However, under half of hospitals had 24 hours access to the service (78, 44%). One-third of hospitals (57, 32%) provided non-acute liaison work including outpatient clinics and links to specialist hospital services. 156 hospitals (87%) had a multidisciplinary service including a psychiatrist and mental health nurses. We derived a four-cluster model of liaison psychiatry using variables resulting from the electronic survey; the salient features of clusters were staffing numbers, especially nursing; provision of rapid response 24 hours 7-day acute services; offering outpatient and other non-acute work, and containing age-specific teams for older adults.ConclusionsThis is the most comprehensive study to date of liaison psychiatry in England and demonstrates the wide availability of such services nationally. Although all services provide an acute assessment function, there is no uniformity about hours of coverage or expectation of response times. Most services were better characterised by the model we developed than by current classification systems for liaison psychiatry.

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Nolting, Roger-David, and Bernd Nolte. "Application Service Providing." WiSt - Wirtschaftswissenschaftliches Studium 33, no. 7 (2004): 431–36. http://dx.doi.org/10.15358/0340-1650-2004-7-431.

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Cobb, David A., and Arlene Olivero. "Online GIS service." Journal of Academic Librarianship 23, no. 6 (November 1997): 484–97. http://dx.doi.org/10.1016/s0099-1333(97)90173-7.

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Johnston, Timothy C., and Molly A. Hewa. "Fixing service failures." Industrial Marketing Management 26, no. 5 (September 1997): 467–73. http://dx.doi.org/10.1016/s0019-8501(96)00158-7.

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