Weitere Kapitel dieses Buchs durch Wischen aufrufen
Several authors have claimed that there is an increasing demand for multidisciplinary and cross-disciplinary work in service science, management and innovation. Especially in the service area there is a need to break down the barriers between disciplines. At the same time here is evidence that joint multidisciplinary work by authors in academic journals is only increasing marginally. Another weakness is the lack of real academia–company interaction. Service sector companies have accumulated significant experiential knowledge base and tacit insight from their engagements with many real life applications and successes, but these have often not been studied by academicians for abstraction and understanding of principles. This calls for more study as well. As academia cannot bridge the gap alone with their traditional curricula, there is a most important role for new learning approaches incorporating cross disciplinary and academia–company learning at the group level. In this case, bringing the group approach to learning means contributions from a wide area of disciplines and participation from academia as well as from companies. Problem based learning (PBL) seems to be an approach that provides the necessary structure for systematic goal oriented collaboration while encouraging new paradigms to emerge.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Agarwal, R. and Selen, W. (2009). Dynamic capability building in service value networks for service innovation, Decision sciences, 40 (3), 431–475. CrossRef
Annabile, T. (1996). Creativity in context, Westview Press, Boulder.
Beckman, S. L. and Berry, M. (2007). Innovation as a learning process, California Management Review, 50 (1), 25–56, Fall. CrossRef
Cambridge White Paper. (2008). Succeeding through service innovation, University of Cambridge Institute for Manufacturing. ( www.ifm.eng.cam.ac.uk/ssme/documents/080428ssi_us_letter.pdf accessed on 12/09/2009).
Christopherson, E., Coupe, P. S., Lenschow, R. J. and Townson, J. (1994). Evaluation of civil and construction engineering education in Denmark, Centre for Quality Assurance and Evaluation of Higher Education in Denmark, Copenhagen, Denmark.
Dutson, A. J., Todd, R. H., Magleby, S. P. and Sorensen, C. D. (1997). A review of literature on teaching design through project oriented capstone courses, Journal of Engineering Education, 76 (1), pp 17–28. CrossRef
Dym, C. L. and Little, L. (2003). Engineering design: A project-based-introduction, 2nd edition, John Wiley, New York.
Eris, O. (2004). Effective inquiry for innovative engineering design, Kluwer Academic Publishers, Boston, USA. CrossRef
Gladwell, M. (2000). The tipping point, Little Brown, NY.
Godin, S. (2001). Unleashing the idea virus, Hyperion, NY.
Grinter, L. E. (1956). Report on the evaluation of engineering education, Engineering Education, 46, pp 25–63.
Hatchuel, A. and Weil, B. (2003). A new approach to innovative design, Proceedings International Conference on Engineering Design, Stockholm, Sweden.
Holman, D., Pavlica, K. and Thorpe, R. (1997). Rethinking Kolb’s theory of experiential learning in management education, Management Learning, 28 (2), pp 135–148. CrossRef
Johansson, F. (2006). The medici effect, Harvard Business School Press, Boston.
Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development, Prentice-Hall, NJ, USA.
Kolb, A. Y. and Kolb, D. A. (2005). Learning styles and learning spaces: enhancing experiential learning in higher education, Academy of Management Learning & Education, 4 (2), pp 193–212. CrossRef
Liedtka, J. (2000). Strategic planning as a contributor to strategic change: A generative model, European Management Journal, 18 (2), pp 195–206, April. CrossRef
Lemmink, J. (2005). The need for more multidisciplinary research, International Journal of Service Industry Management, 16 (1), pp 7–9. CrossRef
Pinhanez, C. (2009). Services as customer-intensive systems, Design Issues, MIT, 25 (2), pp 3–13. CrossRef
Reynolds, M. and Vince, R. (2004). Critical management education and action based learning, Academy of Management Learning & Education, 3 (4), pp 442–456. CrossRef
Spohrer, J. and Kwan, S. K. (2008). Service Science, Management, Engineering and Design (SSMED); Outline & References ( http://www.col.sjsu.edu/ssme/ssmed.pdf accessed on 12/10/2009).
Svobodovas, L. (2008). The challenge of SSME ( www.informatics-europe.org/ECSS08/Papers/svobodova.pdf accessed on 12/10/2009).
Vargo, S. L. and Lusch, R. F. (2004). Evolving to a new dominant logic for marketing, Journal of Marketing, 68 (January), pp 1–17. CrossRef
Verganti, R. (2006). Innovation trough design, Harvard Business Review, 84 (12), pp 114–122.
Wilkerson, L. and Gijselaers, W. H. (Eds.) (1996). Bringing problem-based learning to higher education: Theory and practice. New directions in teaching and learning, Jossey-Bass quarterly sourcebooks, number 68. Jossey-Bass Publishers, San Francisco.
- Service Science Learning: Exploring the Challenge of Cross Disciplinary and Academia–Company Collaboration
Jos G. A. M. Lemmink
- Springer US
Neuer Inhalt/© ITandMEDIA, Product Lifecycle Management/© Eisenhans | vege | Fotolia