Co-design Research and Business Development: Case of Scandinavian Airlines (SAS)

This paper is presenting a case study of Scandinavian Airlines Systems (SAS) showing how improvements of service quality aspects with Avatars can be managed with a Co-design research approach. The Co-design practices are carried out in different fields of studies. Some of the key advocates of Co-design originate from business. In this study the four steps of Co-design approach is applied. From the first step of Co-design, through interviews, log analysis and a channel survey, findings show that the failed dialogues with Avatar Eva are mainly concerned with five factors: interactivity; dialogue capability; consistency; knowledge; and synonyms. In the second step, carrying out customer workshops, we suggested ten ideal scenarios for Avatar Eva to perform better. In the third step, SAS decision makers decided to implement the first three scenarios: Eva’s synonyms; knowledge and Eva’s consistency. In the fourth step, another channel survey was carried out as well as a new log analysis to know the impact of the redevelopment above three scenarios. An important result of the study was that the company adopted a continuous use of Co-design as an approach of continuous improvement of the service quality performed by the Avatar Eva. It also opens a new set of questions framing the relation and transformation between Co-design as a research approach for knowledge creation and Co-design as a method for innovation and service quality improvements. The study presents an Extended Co-design Model, which illustrates how the Co-design inspires staff to use it for other functions within and without the SAS.     

Systems thinking in corporate development strategy: The case of Armco Latin American Division

In this paper we examine the role of top management in relation to the diversified operations of a company and the meaning of “strategic planning” for these entities. We briefly examine two general approaches to generation of growth: conglomeration (portfolio management) and synergistic growth. We argue that the second is preferable. We then challenge the universally popluar notion that growth is the appropriate objective for a business entity. We propose the concept of “development” as a better alternative. We offer the case of Armco's Latin American Division (known as ALAD) as an illustration of the kind of thinking that emerges when development is taken as the corporate objective. We present a five-phase strategy that combines the notions of synergistic growth and corporate development in a systemic framework.     

Intermediate health care in a British inner city: An exercise in multiprofessional systems design

Health care in England is divided into the acute- and primary-care sectors. In the inner city the primary-care sector suffers from a number of ills that would be relieved by the introduction of a form of health care intermediate to it and the acute sector. This paper illustrates how members of the Department of General Practice at the University of Liverpool set about exploring the problems of the inner city and its health-care provision, as a means of arriving at a preliminary design for an intermediate-care service provision. The design was to form the basis for negotiations with other interested parties over the introduction of intermediate care in the inner city. The approach adopted was based on the soft systems methodology of P. B. Checkland. However, a number of variations on the traditional soft systems methodology were introduced, not the least of which was the introduction of new systemic metaphor into the root definition and conceptual modeling stages.     

Cooperation,power, and the impact of information systems

Imagination suggests that the computer as a communication tool is potentially a significant factor in enhancing cooperative work, especially where the participants are located over a physical or temporal distance. Implementation of innovative information technology offers enhancement of operational efficiency to an enterprise in a turbulent business environment. Communications and decision making are inseparable. Industrial democracy (ID) is a particular arrangement of decisionmaking power where decision makers have to be informed and decisions have to be communicated. Cooperation implies a redistribution of power and the weakening of the traditional management organizational heirarchy. Cogently, this effect is mirrored by the potential of management information systems to redistribute information and, hence, power within an enterprise. The response of traditional management personnel to the threat of information technology (IT) to established positions of authority, is one of defense. Conventional systems analysis is unsuited for the design task of ID information systems. The methods employed by systems analysis preserve or reproduce the formal hierarchical structure of managerial organization. Soft systems methodology is explored as a means of confronting the sociopolitical factors present in the specification of information systems for an ID.     

Building Organizational Identity: an Insider Action Research from a Founder’s Viewpoint

This paper features the implementation of an extensive insider action research, exhaustively following the framework of Coghlan and Brannick (2010, 2014). It consisted of two action research projects - the thesis action research and the core action research - which were done in a parallel manner, both following the iterative cycles of constructing, planning, taking, and evaluating action. The thesis action research was aimed at developing a theory on building organizational identity from the viewpoint of an organizational founder. On the other hand, the core action research was focused on promoting the specific identity of the Institute for Integrality, Inc. Quality and rigor were observed in the implementation of the action research cycles. In the fieldwork, there were three main cycles undertaken – understanding organizational identity, fine-tuning the practice of this identity, and designing the integration of this identity in organizational culture. Thereafter, significant learnings were derived from meta-learning in the form of content, process, and premise reflections. Finally, through the critical reflection of the project in the light of the experience and theory, A-Founder’s Integrative Theory of Organizational Identity Building was derived.