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Journal articles on the topic 'Service Operations Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Machuca, José A. D., María del Mar González-Zamora, and Víctor G. Aguilar-Escobar. "Service Operations Management research." Journal of Operations Management 25, no. 3 (June 22, 2006): 585–603. http://dx.doi.org/10.1016/j.jom.2006.04.005.

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2

Nie, Winter, and Deborah L. Kellogg. "HOW PROFESSORS OF OPERATIONS MANAGEMENT VIEW SERVICE OPERATIONS?" Production and Operations Management 8, no. 3 (January 5, 2009): 339–55. http://dx.doi.org/10.1111/j.1937-5956.1999.tb00312.x.

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3

Prajogo, Daniel I., and Mark Goh. "Operations Management activities and operational performance in service firms." International Journal of Services Technology and Management 8, no. 6 (2007): 478. http://dx.doi.org/10.1504/ijstm.2007.013943.

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S, Thilagamani, and Pilla Ruchita. "ENERGY MANAGEMENT IN COMMERCIAL FOOD SERVICE OPERATIONS." Kongunadu Research Journal 4, no. 1 (June 30, 2017): 46–47. http://dx.doi.org/10.26524/krj175.

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Asia has experienced the world’s fastest economic growth, accompanied by rapid urbanisation. This remarkable growth has led to twin energy challenges namely sustainability and energy security and this study explores the possible energy conservation methods in the selected food service operations and hencethe study was undertaken with objectives to study the different types of energy used in selected food service operations, assess the renewable and non renewable resources used in various sections of the food service operations and develop the various energy conservation methods adopted at food service operations. A total of five food service operations with three commercial and two non- commercial food service operations at Coimbatore were selected for the study. An energy audit programme was conducted for three sessions at each food service to understand the existing pattern in energy management using a checklist. Based on the results of the energy audit, the guidelines were planned and implemented for two days at each food service operation using flash cards, power point presentation and face to face to discussions. A total of forty employees with eight from each food service operations were deputed to participate in the programme. The energy management programmes planned and implemented to the selected Commercial Food Service Operations and Non Commercial Food Service Operations when interpreted with statistical ‘t’ test a significant improvement at five percent levels both at the selected Commercial Food Service Operations and Non Commercial Food Service Operations.

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Armistead, Colin G. "Customer Service and Operations Management in Service Businesses." Service Industries Journal 9, no. 2 (April 1989): 247–60. http://dx.doi.org/10.1080/02642068900000027.

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6

Sulek, Joanne S., and Rhonda L. Hensley. "Updating service operations." Managing Service Quality: An International Journal 20, no. 5 (September 7, 2010): 475–89. http://dx.doi.org/10.1108/09604521011073759.

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7

Mbecke, Za-Mulamba Paulin. "Operations and quality management for public service delivery improvement." Journal of Governance and Regulation 3, no. 2 (2014): 36–45. http://dx.doi.org/10.22495/jgr_v3_i4_p4.

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Public service management reforms have not yet contributed to poverty eradication and generally socio-economic development of many African countries. The reforms suggested and implemented to date still prove to be weak in addressing the many challenges faced by the public service in delivering goods and services to the population. The failure of the current public service management calls for a consideration of business-driven approaches and practices that facilitate effectiveness, efficiency, competitiveness and flexibility in goods and services provision. The critical social theory methodology and the literature review technique described and raised awareness on service delivery chaos in South Africa. A public service reform that focuses on operations and quality management is one of the ways of improving and sustaining service delivery in South Africa. Operations management is an essential tool for the planning, execution, control, monitoring and evaluation of production processes. Quality management, in the other hand, is essential to ensure best quality of goods and services produced by the public service within acceptable time and available resources to meet or exceed people’s expectations. The operations and quality management framework proposed in this article is a potential alternative to the current service delivery crisis in South Africa.

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8

Johnston, Robert. "Service operations management: return to roots." International Journal of Operations & Production Management 19, no. 2 (February 1999): 104–24. http://dx.doi.org/10.1108/01443579910247383.

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9

Tinkham, Mary A., and Brian H. Kleiner. "New developments in service operations management." Work Study 42, no. 1 (January 1993): 16–19. http://dx.doi.org/10.1108/eum0000000002691.

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10

Johnston, Robert. "Operations: From Factory to Service Management." International Journal of Service Industry Management 5, no. 1 (March 1994): 49–63. http://dx.doi.org/10.1108/09564239410051902.

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11

Victorino, Liana, Joy M. Field, Ryan W. Buell, Michael J. Dixon, Susan Meyer Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda V. Roth, Enrico Secchi, and Jie J. Zhang. "Service operations: what have we learned?" Journal of Service Management 29, no. 1 (January 8, 2018): 39–54. http://dx.doi.org/10.1108/josm-08-2017-0192.

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Purpose The purpose of this paper is to identify research themes in service operations that have great potential for exciting and innovative conceptual and empirical work. To frame these research themes, the paper provides a systematic literature review of operations articles published in the Journal of Service Management (JOSM). The thorough review of published work in JOSM and proposed research themes are presented in hopes that they will inspire impactful research on service operations. These themes are further developed in a companion paper, “Service operations: what’s next?” (Field et al., 2018). Design/methodology/approach The JOSM Service Operations Expert Research Panel conducted a Delphi study to generate research themes where leading-edge research on service operations is being done or has yet to be done. Nearly 700 articles published in JOSM from its inception through 2016 were reviewed and classified by discipline focus. The subset of service operations articles was then further categorized according to the eight identified research themes plus an additional category that primarily represented traditional manufacturing approaches applied in service settings. Findings From the Delphi study, the following key themes emerged: service supply networks, evaluating and measuring service operations performance, understanding customer and employee behavior in service operations, managing servitization, managing knowledge-based service contexts, managing participation roles and responsibilities in service operations, addressing society’s challenges through service operations, and the operational implications of the sharing economy. Based on the literature review, approximately 20 percent of the published work in JOSM is operations focused, with earlier articles predominantly applying traditional manufacturing approaches in service settings. However, the percentage of these traditional types of articles has been steadily decreasing, suggesting a trend toward dedicated research frameworks and themes that are unique to the design and management of services operations. Originality/value The paper presents key research themes for advancing conceptual and empirical research on service operations. Additionally, a review of the past and current landscape of operations articles published in JOSM offers an understanding of the scholarly conversation so far and sets a foundation from which to build future research.

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Kwortnik, Robert J., and Gary M. Thompson. "Unifying Service Marketing and Operations With Service Experience Management." Journal of Service Research 11, no. 4 (December 29, 2008): 389–406. http://dx.doi.org/10.1177/1094670509333595.

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13

Atasu, Atalay, Charles J. Corbett, Ximin (Natalie) Huang, and L. Beril Toktay. "Sustainable Operations Management Through the Perspective of Manufacturing & Service Operations Management." Manufacturing & Service Operations Management 22, no. 1 (January 2020): 146–57. http://dx.doi.org/10.1287/msom.2019.0804.

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Wolf, Frank, and Bahaudin G. Mujtaba. "Sustainability in Service Operations." International Journal of Information Systems in the Service Sector 3, no. 1 (January 2011): 1–20. http://dx.doi.org/10.4018/jisss.2011010101.

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This paper aims to set the stage for the development of an index that measures progress towards sustainability in the service sector. A review of the academic literature reveals history and theories on the subject, while a look at the trade literature describes what is happening in each of 13 different service sector industries. A framework for the development of a sustainability index for a commercial enterprise is developed. This framework is aligned with triple bottom line corporate reporting, and measures progress towards sustainability in terms of profit, people, and planet on the principle of continuous improvement.

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15

Armistead, Colin. "Service Operations Strategy: Framework for Matching the Service Operations Task and the Service Delivery System." International Journal of Service Industry Management 1, no. 2 (August 1990): 6–16. http://dx.doi.org/10.1108/eum0000000002800.

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Field, Joy M., Liana Victorino, Ryan W. Buell, Michael J. Dixon, Susan Meyer Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda V. Roth, Enrico Secchi, and Jie J. Zhang. "Service operations: what’s next?" Journal of Service Management 29, no. 1 (January 8, 2018): 55–97. http://dx.doi.org/10.1108/josm-08-2017-0191.

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Purpose The purpose of this paper is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics determined by the Journal of Service Management (JOSM) Service Operations Expert Research Panel. By offering a good number of such research questions, this paper provides a broad range of ideas to spur conceptual and empirical research related to service operations and encourage the continued creation of deep knowledge within the field, as well as collaborative research across disciplines that develops and incorporates insights from service operations. Design/methodology/approach Based on a Delphi study, described in the companion article, “Service Operations: What Have We Learned?,” the panel identified eight key research themes in service operations where leading-edge research is being done or has yet to be done (Victorino et al., 2018). In this paper, three or four topics within each theme are selected and multiple questions for each topic are proposed to guide research efforts. The topics and questions, while wide-ranging, are only representative of the many ongoing research opportunities related to service operations. Findings The field of service operations has many interesting research topics and questions that are largely unexplored. Furthermore, these research areas are not only increasingly integrative across multiple themes within operations but often transcend functional disciplines. This creates opportunities for ever more impactful research with a greater reach throughout the service system and suggests that service researchers, regardless of functional affiliation, can contribute to the ongoing conversation on the role of service operations in value creation. Originality/value Leveraging the collective knowledge of the JOSM Service Operations Expert Research Panel to expand on the research themes generated from the Delphi study, novel questions for future study are put forward. Recognizing that the number of potential research questions is virtually unlimited, summary questions by theme and topic are also provided. These questions represent a synopsis of the individual questions and can serve as a quick reference guide for researchers interested in pursuing new directions in conceptual and empirical research in service operations. This summary also serves as a framework to facilitate the formulation of additional research topics and questions.

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17

Kleiner, Carsten, and Jürgen Dunkel. "Establishing Service Management in SOA." International Journal of E-Entrepreneurship and Innovation 3, no. 1 (January 2012): 1–17. http://dx.doi.org/10.4018/jeei.2012010101.

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In service-oriented architectures the management of services is a crucial task during all stages of IT operations. Based on a case study performed for a group of finance companies the different aspects of service management are presented. First, the paper discusses how services must be described for management purposes. In particular, a special emphasis is placed on the integration of legacy/non web services. Secondly, the service lifecycle that underlies service management is presented. Especially, the relation to SOA governance and an appropriate tool support by registry repositories is outlined.

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18

Shen, Bin. "Service Operations Optimization: Recent Development in Supply Chain Management." Mathematical Problems in Engineering 2015 (2015): 1–7. http://dx.doi.org/10.1155/2015/609061.

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Services are the key of success in operation management. Designing the effective strategies by optimization techniques is the fundamental and important condition for performance increase in service operations (SOs) management. In this paper, we mainly focus on investigating SOs optimization in the areas of supply chain management, which create the greatest business values. Specifically, we study the recent development of SOs optimization associated with supply chain by categorizing them into four different industries (i.e., e-commerce industry, consumer service industry, public sector, and fashion industry) and four various SOs features (i.e., advertising, channel coordination, pricing, and inventory). Moreover, we conduct the technical review on the stylish industries/topics and typical optimization models. The classical optimization approaches for SOs management in supply chain are presented. The managerial implications of SOs in supply chain are discussed.

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19

Ahlstrom, Par. "Lean service operations: translating lean production principles to service operations." International Journal of Services Technology and Management 5, no. 5/6 (2004): 545. http://dx.doi.org/10.1504/ijstm.2004.006284.

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20

Lewis, Michael A., and Andrew D. Brown. "How different is professional service operations management?" Journal of Operations Management 30, no. 1-2 (May 6, 2011): 1–11. http://dx.doi.org/10.1016/j.jom.2011.04.002.

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21

Behara, Ravi S., and Mark M. Davis. "Active Learning Projects in Service Operations Management." INFORMS Transactions on Education 11, no. 1 (September 2010): 20–28. http://dx.doi.org/10.1287/ited.1100.0054.

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22

Armistead, C., R. Johnston, and C. A. Voss. "Introducing Service Industries in Operations Management Teaching." International Journal of Operations & Production Management 6, no. 3 (March 1986): 21–29. http://dx.doi.org/10.1108/eb054763.

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23

Krishnaiyer, Krishnan, F. Frank Chen, and Hamed Bouzary. "Cloud Kanban Framework for Service Operations Management." Procedia Manufacturing 17 (2018): 531–38. http://dx.doi.org/10.1016/j.promfg.2018.10.093.

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24

Ezingeard, Jean-Noël. "Book Review: The Management of Service Operations." Journal of General Management 25, no. 3 (March 2000): 94. http://dx.doi.org/10.1177/030630700002500307.

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25

Johnston, Robert. "Service operations management: from the roots up." International Journal of Operations & Production Management 25, no. 12 (December 2005): 1298–308. http://dx.doi.org/10.1108/01443570510633666.

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26

Schwarz, Leroy B. "Manufacturing & Service Operations Management: An Introduction." Manufacturing & Service Operations Management 1, no. 1 (January 1999): v—vi. http://dx.doi.org/10.1287/msom.1.1.v.

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27

Wan, Stewart H. C., and Yuk‐Hee Chan. "Improving service management in outsourced IT operations." Journal of Facilities Management 5, no. 3 (July 17, 2007): 188–204. http://dx.doi.org/10.1108/14725960710775072.

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28

Babai, M. Z., and O. Jouini. "Special issue: Operations Management in Service Systems." IMA Journal of Management Mathematics 24, no. 2 (March 13, 2013): 135–36. http://dx.doi.org/10.1093/imaman/dpt004.

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29

Yang, Muer, Michael J. Fry, W. David Kelton, and Theodore T. Allen. "Improving Voting Systems through Service-Operations Management." Production and Operations Management 23, no. 7 (October 25, 2013): 1083–97. http://dx.doi.org/10.1111/poms.12088.

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Wan, Stewart H. C., and Yuk‐Hee Chan. "Improving service management in campus IT operations." Campus-Wide Information Systems 25, no. 1 (January 4, 2008): 30–49. http://dx.doi.org/10.1108/10650740810849070.

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Jung, Hosang, Chi-Guhn Lee, and Chelsea C. White. "Socially responsible service operations management: an overview." Annals of Operations Research 230, no. 1 (March 24, 2015): 1–16. http://dx.doi.org/10.1007/s10479-015-1839-z.

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32

Zhang, Yufeng, and Lihong Zhang. "Organizing complex engineering operations throughout the lifecycle." Journal of Service Management 25, no. 5 (October 14, 2014): 580–602. http://dx.doi.org/10.1108/josm-07-2013-0182.

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Purpose – Strategic trends towards service operations have been widely reported in the recent literature, but organisational capabilities to support such service-centred strategies are less well understood. The purpose of this paper is to identify key organisational issues in managing complex engineering service operations throughout the lifecycle. Design/methodology/approach – Using instruments developed from the product lifecycle management technologies and the network configuration concept, key organisational issues for engineering service operations were identified through case studies focusing on complex engineering products and services systems across a variety of industrial sectors. Findings – The case studies demonstrated different organisational features and strategic priorities of engineering service operations along the whole lifecycle. A generic trend has been observed for engineering systems to move from being design, development and manufacturing focused to embracing support and end-of-life recycling matters. Originality/value – This paper provides an overall framework for integrating key organisational issues in engineering service operations. It contributes to the service literature by highlighting the need of developing appropriate organisational capabilities to support service-centred strategies with engineering cases. It also provides guidance for companies to manage their engineering network operations throughout the whole lifecycle of complex products and services systems.

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He, Ting, Yufeng Zhang, and Xiaofei Xu. "On service supply chain operations management: a service value perspective." International Journal of Product Development 17, no. 3/4 (2012): 277. http://dx.doi.org/10.1504/ijpd.2012.052105.

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Van Dierdonck, Roland. "Service Operations Management: Improving Service Delivery20061R. Johnston and G. Clark. Service Operations Management: Improving Service Delivery. 2nd ed.: Pearson Education Limited 2005. pp. 496." International Journal of Service Industry Management 17, no. 1 (January 2006): 99–100. http://dx.doi.org/10.1108/09564230610651606.

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35

Mahdavi, Mahdi, Tomi Malmström, Joris van de Klundert, Sylvia Elkhuizen, and Jan Vissers. "Generic operational models in health service operations management: A systematic review." Socio-Economic Planning Sciences 47, no. 4 (December 2013): 271–80. http://dx.doi.org/10.1016/j.seps.2013.07.002.

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Novia, Rekha Bella, and Wella . "ITIL 2011: Maturity Level of Service Operation." IJNMT (International Journal of New Media Technology) 6, no. 1 (August 30, 2019): 50–54. http://dx.doi.org/10.31937/ijnmt.v6i1.1058.

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Service quality is a measurement from users’ hope to the company in fulfilling their needs and desires also service delivery accuracy. Technology and information services can help the company in supporting the company’s business operations. Therefore, the company needs to apply ITSM (Information Technology Service Management) as an operational approach of technology and information services to keep the service quality in the company. The framework that is focusing on providing technology and information services which can be used as a guide is the ITIL framework (Information Technology Infrastructure Library). This research is conducted at PT Pertamina (Persero). The research is conducted using the 2011 ITIL framework on Domain Service Operation with 5 processes in it which are Incident Management, Request Fulfillment, Event Management, Access Management, and Problem Management. The methods that are used in this research are interview and questionnaires. This research is conducted based on research steps by Gallegos 2008, which consist of 5 steps such as the planning, the field checking, the report, and the follow-up. Based on the research conducted there are three processes that are stopped at level 1 which is Incident Management with score 62.54%, Problem Management with score 79.08% and Request Fulfillment with score 81.09%. Meanwhile, on the Access Management process achieve 86.00% and Access Management is stopped at level 2 with score 77,23%.

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Harvey, Jean, Janelle Heineke, and Michael Lewis. "Editorial for Journal of Operations Management special issue on “Professional Service Operations Management (PSOM)”." Journal of Operations Management 42-43, no. 1 (March 2016): 4–8. http://dx.doi.org/10.1016/j.jom.2016.03.005.

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Puisa, Romanas, Victor Bolbot, Andrew Newman, and Dracos Vassalos. "Revealing system variability in offshore service operations through systemic hazard analysis." Wind Energy Science 6, no. 1 (February 10, 2021): 273–86. http://dx.doi.org/10.5194/wes-6-273-2021.

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Abstract. As wind farms are moving farther offshore, logistical concepts increasingly include service operation vessels (SOVs) as the prime means of service delivery. However, given the complexity of SOV operations in hostile environments, their safety management is challenging. The objective of this paper is to propose a quantitative, non-probabilistic metric for the preliminary comparison of SOV operational phases. The metric is used as a conditional proxy for the incident likelihood, conditioned upon the presence of similar resources (manpower, time, skills, knowledge, information, etc.) for risk management across compared operational phases. The comparison shows that the three considered phases of SOV operation have rather comparable levels of variability, hence the likelihood for incidents. However, the interface between the SOV and turbine via the gangway system and the manoeuvring between turbines seem to show a higher potential for incidents and performance (work efficiency) shortfalls.

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Kreye, Melanie E. "Does a more complex service offering increase uncertainty in operations?" International Journal of Operations & Production Management 39, no. 1 (January 7, 2019): 75–93. http://dx.doi.org/10.1108/ijopm-01-2018-0009.

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Purpose The purpose of this paper is to investigate how the complexity of the service offering (service complexity) affects the uncertainty during service operations in engineering services. Specifically, the authors compare the existence of organisational, relational, environmental and technological uncertainty in maintenance services and performance-based services. Design/methodology/approach The authors present insights from four cases – two each for maintenance services and performance-based services. The in-depth data were based on 56 semi-structured interviews, multiple site visits, meeting notes, service contracts and other secondary data. Findings The case findings indicate that organisational and relational uncertainty were not linked to service complexity, while observations of environmental and technological uncertainty were higher and more varied for performance-based services. Based on these findings, the authors formulate four propositions regarding the relationship between service complexity and uncertainty in service operations. Originality/value This research contributes to the OM literature by suggesting that external sources of uncertainty increase with increasing service complexity, while internal sources of uncertainty remain unchanged.

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Mokropulo, A. A. "FORMING OF MODEL OF FINANCIAL SAFETY OF CORPORATION AS BASIS OF INVESTMENT ATTRACTIVENESS OF REGION." Scientific bulletin of the Southern Institute of Management, no. 4 (December 30, 2016): 28–32. http://dx.doi.org/10.31775/2305-3100-2016-4-28-32.

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The problem of operational service enterprises in the commercial Bank has got a special urgency. In difficult conditions of a rigid competition, banks are trying to keep the advantages to save in the money markets. Therefore, modern credit institution is ready to offer its actual and potential customers the most favorable and attractive conditions for payment operations, credit operations and operations on attraction in deposits or currency conversion. Relations of credit organisations with clients is very diverse: traditional cash management services, credit services, cash payments, operating the service on plastic cards, operations with currency conversion, Deposit and investment services. Recently become popular operational services of Depository activities. The ability to attract customers makes the commercial banks to actively expand consulting services. From the selected Bank of the provided services depends largely on the success of the enterprise, its profitability and prosperity.

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McLennan, Peter. "Service operations management as a conceptual framework for facility management." Facilities 22, no. 13/14 (November 2004): 344–48. http://dx.doi.org/10.1108/02632770410563040.

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42

Smith, Alan D., and William T. Rupp. "Data Quality and Knowledge/Information Management in Service Operations Management." International Journal of Knowledge-Based Organizations 3, no. 3 (July 2013): 35–52. http://dx.doi.org/10.4018/ijkbo.2013070103.

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The concepts of managing data quality assurance by promoting proper safeguards to manage data quality, employee buy-in, and support from top management were illustrated in a case study of Giant Eagle, one of the largest, privately owned and family-operated companies in the U.S. and regional headquartered in Pittsburgh, PA. Specific aspects of data quality assurance, types of access, application examples (especially with its loyalty-card collection and data-mining uses that allow customers to accumulate savings specials and rewards through the fuelperks!™ and foodperks!™ incentive programs), as well as requirements for entry into knowledge-management systems were discussed through the paper. There are significant benefits, costs, and potential risks for maintaining reliable corporate data, and many organizations do not display the appropriate attitude about ensuring high-quality data, as some management may accept data errors as a cost of doing business. This present study documents the success of high volume, low profit margin grocery-based business that hinges on quality driven in product accuracy, data management, and service levels.

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43

Wang, G. Alan, and Christopher W. Zobel. "Topic Maps For Improving Services In Disaster Operations Management." Journal of Service Science (JSS) 1, no. 1 (July 1, 2008): 83–92. http://dx.doi.org/10.19030/jss.v1i1.4304.

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Disaster operations management is an increasingly important application area for the developing techniques of service science. This paper examines the use of topic maps, a semantic technology, within this environment, and provides a preliminary discussion of the benefits that its implementation can provide in the capture and exchange of contextual information. The discussion is motivated by a look at the different phases of disaster operations management in a services context, and focuses on the need for effective and relevant information exchange as an important part of the services process. As the amount and complexity of information increases within such processes, semantic technologies are becoming increasingly important as a means representing and managing contextual information. This paper seeks to help further the understanding of the relevance of such tools as part of the study of service science.

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44

Liu, Weihua, Di Wang, Shangsong Long, Xinran Shen, and Victor Shi. "Service supply chain management: a behavioural operations perspective." Modern Supply Chain Research and Applications 1, no. 1 (February 11, 2019): 28–53. http://dx.doi.org/10.1108/mscra-01-2019-0003.

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Purpose The purpose of this paper is to provide an overview of the evolution of service supply chain management from a behavioural operations perspective, pointing out future research directions for scholars. Design/methodology/approach This study searched five databases for relevant literature published between 2009 and 2018, selecting 64 papers for this review. The selected literature was categorised according to two dimensions: a service supply chain link perspective and a behavioural factor perspective. Comparative analysis was used to identify gaps in the literature, and five future research agendas were proposed. Findings In terms of the perspective of service supply chain link, extant literature primarily focuses on service supply and service co-ordination management, and less on service demand and integration management. In terms of the behavioural factor’s perspective, most focus on classic behaviour factors, with less attention paid to emerging behaviour factors. This paper thus proposes five research agendas: demand-oriented management and integrated supply chain-oriented behavioural research; broadening the understanding of the scope of behavioural operations; integrating the latest backgrounds and trends of service industry into the research; greater attention to behavioural operations in service sub-industries; and multimethod combination is encouraged to be used to dig into the interesting research problems. Originality/value This study constitutes the first systematic review of service supply chain research from a behavioural perspective. By categorising the literature into two dimensions, the state of existing research is evaluated with an eye towards future research avenues.

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45

Weaver-Meyers, Pat, Duncan Aldrich, and Robert A. Seal. "Circulation Service Desk Operations: Costing and Management Data." College & Research Libraries 46, no. 5 (September 1, 1985): 418–31. http://dx.doi.org/10.5860/crl_46_05_418.

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46

Ingram, Hadyn, and Sue Jones. "Teamwork and the management of food service operations." Team Performance Management: An International Journal 4, no. 2 (March 1998): 67–73. http://dx.doi.org/10.1108/13527599810214201.

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47

Harvey, Jean. "Operations Management in Professional Service Organisations: A Typology." International Journal of Operations & Production Management 10, no. 4 (April 1990): 5–15. http://dx.doi.org/10.1108/01443579010144458.

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48

Alhourani, Farouq. "An effective methodology for teaching service operations management." International Journal of Information and Operations Management Education 3, no. 2 (2009): 164. http://dx.doi.org/10.1504/ijiome.2009.031037.

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Zhang, Jie J., Nitin Joglekar, and Rohit Verma. "Pushing the frontier of sustainable service operations management." Journal of Service Management 23, no. 3 (June 22, 2012): 377–99. http://dx.doi.org/10.1108/09564231211248462.

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ROTH, ALEDA V., and LARRY J. MENOR. "INSIGHTS INTO SERVICE OPERATIONS MANAGEMENT: A RESEARCH AGENDA." Production and Operations Management 12, no. 2 (January 5, 2009): 145–64. http://dx.doi.org/10.1111/j.1937-5956.2003.tb00498.x.

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