Exploring Digital Transformation and Digital Culture
in Service Organizations
Marko Jäntti
School of Computing
University of Eastern Finland
P.O.B 1627, 70211 Kuopio, Finland
Email: marko.jantti@uef.fi
Abstract—Digital transformation changes the way how compa-
nies and individuals operate and interact with their surrounding
environment. New digital channels provide service companies
both opportunities and threaths. One of the valuable oppor-
tunities is to affect positively customers’ service experiences.
Digital Experience (DX) can be defined as meeting and exceeding
changing customer expectations via digital channels, platforms
and touchpoints. In this paper,we focus on exploring digital
transformation and digital culture in the context of service
management. The research problem of this study is: How digital
transformation and digital culture are visible in service provider
organizations? The main contribution of this paper is to provide
findings on challenges in digitalization, digitalization patterns
that exist in daily service management work and actions service
employees are performing to develop and contribute to the
digital culture. Multiple sources of evidence from TUPLA project
industry partners and narratives on digitalization were used in
data collection.
Keywords—Digital transformation; service management; cus-
tomer service.
I. I NTRODUCTION
Digital transformation is rapidly changing the way how
service companies and individuals operate their business and
provide customer service and support. Today’s IT organizations
should not be focusing only on solving incidents that users are
reporting but also taking care of customer experiences both in
traditional and digital channels.
Customer experience management (CEM) can be defined
as a practice of designing and reacting to customer interactions
to meet or exceed customer expectations. It is a critical
factor regardless the channel where the experience has been
created. In order to survive in the fierce competition and
provide a modern brand image, service companies need to
launch new ways to interact with their customers. In addition
to traditional service channels (phone, physical desk, email),
modern channels such as service portals, mobile apps, social
media support sites, chat services etc. should be designed,
tested and implemented. Thus, customer experience is turning
into digital customer experience (Digital Experience, DX).
There are various factors that affect customer experience on
services such as previous experiences on service usage, social
environment, and the service interface [1].
Korhonen and Halen [2] state that digital transformation re-
quires a new institutional logic and effective response at orga-
978-1-5386-5178-0/18/$31.00 2018
c IEEE
Sanna Hyvärinen
School of Computing
University of Eastern Finland
P.O.B 1627, 70211 Kuopio, Finland
Email: sanna-marika.hyvarinen@teliacompany.com
nizational level. In their study, they explore how digitalization
impacts the whole enterprise architecture. Digitalization causes
significant challenges for IT services and service management
processes such as change and release management [3] while
releases have become more complicated (for example, release
packages have interdependencies that require a systematic
product portfolio management), releases should be produced
much faster than before leaving less time for testing and quality
assurance. Digital transformation is a change that requires
careful planning and use of change agents [4]. It may be visible
in the form of digital programmes and projects.
An important step in any digital transformation project is
to define the context and goals for transformation. A natural
choice is to select improvement areas that can directly affect
customer satisfaction such as service desk, incident manage-
ment and customer support. Previous studies on service desk
and incident management have focused on process improve-
ment challenges [5], corrective maintenance [7] and predicting
incidents [8] but have not adequately addressed digital ex-
perience management in the context of service management.
A recent study showed that new digital tools and software
licenses could be used to motivate and reward customer sup-
port employees instead of financial incentives [9]. Motivation
of service desk employees can be approached from various
perspectives such as gamification [10].
Multi-channel contact centers have been the priority of
new development over the last years, but there are certain
challenges. Multi-channel approach focuses on just providing
support with multiple channels but does not guarantee that
channels interact with each other. Modern consumers expect
the seamless multi-channel experience and value that they can
continue the service process from the same point in the new
channel where they stopped in a previous channel. Thus, omni-
channel [11] provides an unified and integrated approach for
customer support and enables agents to move across these
channels seamlessly.
According to a study of BearingPoint [13] the contact
centers evolving organizational model requires a new type of
digital cultural model addressing 1) the development of multi-
skilled teams with specific subject matter experts who can
enhance both voice and digital customer interactions, 2) up-
skilling agents to improve their digital skills and emotional
intelligence, 3) increasing agent autonomy and responsibility
to drive successful integration of voice and digital channels
and 4) placing an increased focus on customer satisfaction as
a way to monitor and manage contact center performance.
Leading companies are moving their organizational models
from digitally dedicated agents to multi-skilled teams (voice
and digital channels) to provide an enhanced customer expe-
rience. The most mature organizations are moving towards an
integrated model where agents support both voice and digital.
For example, a travel company has implemented a new solution
to provide its agents with multichannel capabilities includ-
ing voice, e-mail, web chat, IM and SMS messaging. This
approach gives companies flexibility and increased efficiency
when managing agent resource across the channels. Similarly,
customers are able to interact with the same agent across
different channels to get their issues resolved.
Digitalization is a long term effort that requires not only
technology and latest devices but also open minded persons
with digital mindset, organizational culture that supports and
motivates for exploring digital world such as new features in
cloud platforms, new mobile apps, performing IoT experiments
etc. Additionally, systematic design, transition and operation
of digital services require a service management system with
documented service processes. For this, there are are number
of service management frameworks that may be used to imple-
ment service management processes such as IT Infrastructure
Library [14], COBIT [15], and VeriSM framework [16].
Typically, digital service providers need to demonstrate
for their stakeholders how they design and operate services
through processes. Demonstrating process and operational
maturity in service management can be done by using in-
ternational standards ISO/IEC 15504-8 [17] and ISO/IEC
20000 Part 1: Service management system requirements [18].
The ISO/IEC 20000 standard requires that service providers
should establish documented procedures to deal with formal
service complaints from the customer. ISO/IEC 15504-8 can
be used to define the maturity level of customer (business)
relationship management. The service measurement process of
ITIL Continual Service Improvement [19] includes a statement
of the benefit that service measurement helps to combine in-
dividual measurements to produce a view of the true customer
experience.
To summarize, existing service management studies have
not dealt with the role of digital transformation in IT service
management, especially in customer support and customer
service. We expect that digital transformation has impacts
on roles, responsibilities, behaviors, organizational culture and
mindsets of employees as well as service channels provided
to service users. In this paper, we aim at studying digital
transformation, how it is visible and what types of challenges
it may include in companies that perform service manage-
ment. The data was collected during training and development
project TUPLA (Digital Services and Productivity for Business
Needs).
The main contribution of this study is to 1) study how
service employees see the role of digitalization in their work,
2) identify challenges related to digitalization and digital
transformation in service organizations, and 3) study how
service employees are contributing towards creation of digital
culture. In the analysis part, we present a first version of the
Digital Workplace Model.
The results of this study may be useful for digital pro-
gramme managers, chief digital officers, digital transformation
officers or any employees responsible for managing digital
initiatives. The remainder of the paper is organized as follows.
In Section 2, the research methods of this study are described.
In Section 3, the results of the study are presented. Section 4
provides an analysis, and conclusions are given in Section 5.
II. R ESEARCH P ROBLEM & M ETHODOLOGY
The research problem of this study is: How digital trans-
formation affects service management and customer service.
This research problem was divided into the following research
questions:
• How service employees see the role of digitalization
in their daily work?
• What types of challenges are related to digitalization
in service organizations?
• How digital culture can be strengthened in service
organizations?
According to Yin [20], a case study is ”an empirical inquiry
that investigates a contemporary phenomenon within its real-
life context”. The narrative case studies can be used as a
research instrument to study social and clinical problems, to
understand stages or phases in processes or to investigate a
phenomenon within its environmental context. In this paper,
the phenomenom is digitalization and digital culture. We study
the phenomenom in the context of service management and
service provision. According to Gilgun [21] products of quali-
tative research regarding theories can be concepts, hypotheses,
and models. This study focused on exploring digital trans-
formation in service organizations and identifying concepts
and patterns from case study narratives. The case study was
selected because authors of this papers had easy access to
case material due to ongoing training and development project
TUPLA.
A. Data Collection Methods
Data was collected by using multiple sources of evidence
from multiple companies. Our case study datastore (Office 365
Groups) included the data received from case organizations.
The case organization were selected from a pool of TU-
PLA project industry partners. The following data collection
methods/sources were used during the study: documentation
(case narratives on digital transformation from Digital Ser-
vices (DPO) course organized by TUPLA), archives (incident,
service request records, RFC records, Trello task records),
interviews/discussions (interviews and discussions with HR
designer, CEO of marketing agency, ITSM process consult,
Chief Financial Officer, business manager; open digitalization
related discussion in Akateeminen Vartti TE MESSI where
an author of this thesis was one of contributers, 2 Subject
Matter Experts: an ICT consultant, a service manager), and
participative observation (Workshops on digital transformation:
dark side of digitalization, participation in 1 day cloud service
management event).
B. Data Analysis
Case comparison analysis technique [22] was used to
analyze case study data. Authors were part of TUPLA project’s
research team and participated in collecting and analyzing
case material. Main analysis techniques included tabularization
and categorization of case study data. Narratives concerning
digitalization were analyzed by the first author of this paper
and translated in English. Each narrative resulted in 2-4
digitalization-related categories based on its content.
III. R ESULTS
The results of this study have been presented according
to research questions. Our main results include 1) patterns
of digitalization among service employees, 2) digitalization
challenges and 3) actions service employees use to strengthen
digital culture in their company.
A. How service employees see the role of digitalization in their
daily work?
Data for this research question was gathered from TUPLA
project’s group assignment where case organizations’ repre-
sentatives answered to the question What does digitalization
mean you personally? Results are numbered and flagged with
identification code DN (Digital Narrative) + number. Each
narrative represents one company. Categories were defined by
authors based on the narrative content.
DN1: In my own work, new requirements from customers
mean that I can improve my own technical competence in
parallel with graphical design. For example, designing for mo-
bile devices is different that designing traditional print media.
In my current work, I “grill “myself to use various technical
devices and explore how visual and informative content works
in those. Additionally, producing videos challenges me both
technically and narratively. The job description of a graphi-
cal designer is much broader nowadays and this profession
requires more and more technical and digital competence,
smooth narrative skills, brave ideas and creative business think-
ing. Digitalization creates new environments and opportunities
for narrative story telling and marketing contents. These must
be managed by a graphical designer. New technologies and
channels challenge us to think in a different way than before.
This provides diversity and appeal to the work. Categories:
Exposure for new technogies, creativity, job diversity.
DN2: At the moment I work in customer support and train-
ing and in that work the challenges of digitalization are visible
in a way that our customers and partner organizations are not
on the comfort zone with digitalization and related phenomena.
Customer expectations are often either really low or too high.
Our customers do not seem to understand the easiness of digital
services and aspects that increase productivity. Additionally,
many customers are expecting unrealistic features from us and
get disappointed if we are unable to provide those. Cloud,
Mobile, Big Data and Social are visible in our business for
example in file management and sharing. We are naturally
using cloud services to manage our files and our business is
based on systems designed for mobile devices. Digital learning
environments have to support mobile devices to survive in
competition. Categories: Customer expectation management,
cloud, mobile.
DN3: In our company, digitalization means improving
competitiveness, profitability, communication and job well-
being of business with appropriate tools, systems and appli-
cations. During past 5 years we have implemented various
digital initiatives, for example, for mobile work, marketing,
financial management and communication and these initiatives
have kept the company competitive and enabled a sort of
differentation from others. Digitalization is seen as only way
to work and grow business effectively, profitably and based
on data. Benefits of digitalization are visible especially in
marketing, customer service and communication and new ways
to improve work quality and services are sought continously.
Categories: Continual improvement, growth, differentiation.
DN4: While services are becoming digital faster and faster,
it requires knowhow to understand technology and skills to
be media critical in a different way than before when there
were newspaper-based news and trained reporters. Because
there is enormous amount of information available, finding
relevant information and identifying it among all data has
become a central skill. There has been predictions that in
future while artificial intelligence and robotics shall decrease
routine jobs, a key success factor shall be how employee
shall operate in the digital world in cooperation with artificial
intelligence and machines. Digitalization has enabled us fasten
the order processing and invoicing, planning workflows better,
decrease work-related costs by automating financial manage-
ment, creation of meeting memos and marketing. Categories:
Automation, robotics, planning workflows.
DN5: Currently, various team collaboration platforms and
tools are visible continuously. There are new applications and
products coming all the time to market. I see as a challenge
that every user and team are willing to introduce a new tool
that they like most. If the organization lets employees select
tools for collaboration or communication freely, there will be
problems: information security and data protection may remain
unclear due to technical features or usage rules. Cooperation
can be difficult if there are various devices. Additionally,
using several parallel tools for same purpose increases the
work of customer support because not all employees are
able to adopt new tools easily. There may be differences for
example between interoperability of web browsers and certain
applications. Categories: Freedom in choosing tools, managed
introduction of tools.
DN6: The smartphone is an example of what digitalization
means in my case. My smartphone now takes the place
of a number of former devices and performs a number of
functions associated with other mediums - telephone, camera,
audio recorder, calendar, calculator, notepad, etc. Although a
smartphone is in essence a computer because it has memory,
a CPU, display functionality and uses an operating system
that runs programs (apps) to perform different functions, my
smartphone has not yet replaced my laptop or a computer
for me. Because the data on my phone is synced to the
cloud (OneDrive, iCloud), I can access the same data from
my smartphone as well as my laptop or a desktop computer.
Categories: Cloud synchronization, mobile work.
B. What types of challenges digitalization causes to service
organizations?
Regarding the second research question, data was collected
from the pool of TUPLA project’s group assignments where
case organizations’ representatives participated in. The goal
of the group assignment was to define the dark side of
digitalization. The following challenges were found:
• Competence and skill levels are varying. Part of em-
ployees are not able to stay in fast moving “digital-
ization train”
• Digitalization increases the number of information
security risks in services
• Digitalization increases uncertainty and worrying
about job stability. Are robots taking our service jobs?
• Digitalization may lead to digi addiction where atten-
tion may be paid to unrelevant issues
• Digital transformation highlights the role of data pri-
vacy
• Difficult to balance digital dexterity vs. deeper learn-
ing
• Communication and uncertainty together may increase
the risk of being misunderstood
• Being available 24/7 in digital service channels such
as corporate social media may lead to increased stress
and burnouts
C. How digital culture can be strengthened in service organi-
zations?
Data for answering the second research question was
gathered from remote day assignments of TUPLA project’s
Digital Services course. The following suggestions (SG) to
strengthen the digital culture were identified and documented.
SG1: As most important issue I would see improvement
of management’s digital skills and more open and stronger
development of digital culture. I believe in leading with an
example and without management’s commitment, support or
interest in improving the digitalization, the company can not
identify best available benefits to improve the business. I would
strengthen the digital culture by providing management with
digital training and opportunity to explore devices, applications
and systems that would make work easier. I would strengthen
the culture by engaging employees in the development of
digital solutions. Categories: Digital training for management,
engaging employees, leading with example, support for an
explorer culture
SG2: I would consider usability and reliability aspects
very important while introducing new digital devices. If it is
difficult to use the product and the product is unreliable, it
may decrease the interest towards the product. However, the
digitalization aims at making things easier. At least from an
end user perspective one incentive is simpliness. Of course,
a consumer may make his/her own choices but in the role of
a worker, one can end up using poorly functioning systems.
Simpliness is also needed while implementing solutions for
groups with special needs. One should pay attention to these
groups especially while implementing public digital services.
Categories: Usability, reliability, simpliness
SG3: While developing a digital culture I consider impor-
tant to change the biggest barriers of digitalization. These are
organizational culture, people and lack of technical compe-
tences. Organizational culture can be slowly transformed with
the changes to the culture and mindsets as well as investing in
organizational change management. However, I could expect
that organizational culture is the most difficult part to change
and affect. People can be engaged to development of digital
culture by keeping them in the change through training and
open communication. This reduces false expectations on digi-
talization such as that digitalization shall take people’s jobs and
provides an alternative story on opportunities of digitalization
in automating boring routine work tasks. Categories: Recruit-
ment, open communication, reducing false expectations, slow
transformation
SG4: While developing a digital culture, the most impor-
tant thing is to get all employees to use same digital solutions.
Transition to digitalization may be conducted in a phased mode
and slowly because employees are not going to transition with
same speed and for some employees traditional solutions are
better. It is important to encourage, motivate and support all
employees to use digital tools for example through training
and technical support. Transition to digitalization should be
communicated to everybody in the organization. Categories:
Same digital solutions to everybody, motivation and support
for using digital tools, slow transition.
IV. A NALYSIS
This case study was part of the results of Digital Workplace
Management workpackage in Digital Services and Productivity
for Business Needs (TUPLA) project (funded by European
Social Fund). The main objective of TUPLA is to 1) increase
work organization and productivity through digital services
and service processes, 2) strengthen the competitiveness of
the companies in Northern Savo region by better utilization
and increased competence of digital service technologies, 3)
improve management systems of service management and 4)
improve the employees adaptation to digital work.
The interface between digital transformation and IT service
management is an interesting area because many companies
are struggling with demonstrating benefits from their digital
initiatives. Especially customer service and customer support
are fruitful research targets because digital transformation
initiatives related to those areas are well visible for customers
and affect very likely directly customer satisfaction.
Concerning the first research question (How service em-
ployees see the role of digitalization in their daily work?) , we
aimed at finding evidence on changing work patterns, digital
channels, platforms and touchpoints. Our findings (see Table
I) showed that role of digitalization among service employees
is very manysided. We found evidence on the effects of digi-
talization on roles and responsibilities ”..graphical designer is
much broader nowadays and this profession requires more and
more technical and digital competence...” as well as statements
on more demanding work tasks. There were several statements
on the benefits of digitalization (improved communication to
customers and between employees, less waste of time, trigger
for growth, enabler of continual improvement). From our find-
ings, we found support for all four digitalization megatrends
(Cloud, Social, Data, Mobile) to some extent. Additionally,
we found some evidence of automation (planning workflows
better, decrease work-related costs by automating financial
management) that is one of the crucial parts of digitalization.
TABLE I.
RQ Categories
RQ1 Role of digi Exposure for new technogies, creativity, job diversity
RQ1 Customer expectation management, cloud, mobile
RQ1 Continual improvement, growth, differentiation
RQ1 Automation, robotics, planning workflows
RQ1 Freedom in choosing tools, managed introduction
RQ1 Cloud synchron., mobility
RQ2 Challenges Increased number of infor. security risks
RQ2 Uncertainty and worrying about job stability
RQ2 Digi addiction, Lack of focus
RQ2 Data privacy, high availability leading to stress
RQ3 Dig culture Digital training for mgmt, engaging employees
RQ3 Leading with example, support for an explorer culture
RQ3 Usability, reliability, simpliness, recruitment
RQ3 Open communication, reducing false expectations
RQ3 Slow transformation and translation, motivation and support
RQ3 Same solutions to everybody
Regarding the second research question (What types of
challenges are related to digitalization in service organiza-
tions?), we observed that talks about automation and fast
digital transformation may cause job-related uncertainty that
further may lead to increased stress levels. Incoming GDPR
(EU data protection) regulation was mentioned in the context
of digital data security and privacy. Additionally, digitalization
was seen to increase the pressure to be available 24/7/365 and
increase the likehood of being digital addicted.
Regarding the third research question (How digital culture
can be strengthened in service organizations?), we found
valuable perspectives how to emphasize the digital culture.
According to one narrative, it is the management that should
participage in digitalization training events. Management plays
also an important role in providing support and motivation for
digital initiatives. The digital culture was addressed to require
an explorer culture where employees are encouraged to explore
digital tools not only during their workdays but also on their
freetime.
Figure 1 shows the Digital Workplace Model framework
that was derived from research data (multiple data sources).
Digital Workplace Model is an operation model that supports
flexible work organization. The model consists of 7 levels of
digitalization.
The main objective of Digital Workplace Model is to in-
crease employee satisfaction with digital solutions that enable
flexible work. Especially young work generations value the
freedom in anything they work with and increasing number of
them are no motivated by money but flexibility and entertaining
elements. Thus, the future of management is in front of
big challenges and new digitalization-oriented work models
are needed. The Digital Workplace Model approaches the
digitalization from 7 different perspectives (workforce, busi-
ness, processes, services, devices, and platforms). The digital
workforce includes digital operative culture, development of
digial competences (deciding what work profiles are required
to get to the organization, digital mindset and digital values.
The Digital Business layer links the digitalization to innovation
Fig. 1. Digital Workplace Model framework
types and contains identification and creation of business
opportunities
The Digital Processes layer describes digital service pro-
cesses and service process automation as well as highlights the
need for workflow management and service request manage-
ment. Workflows and scripts enable automation of routine tasks
and reducing manual phases from service processes. Digital
services cover cloud and Software as a Service services, task
management mobile services, instant messaging services and
social media services. In our TUPLA project, the focus is
on digital services that may increase the productivity. Digital
devices include mobile devices such as tablets and smart
phones that act as mobile workstations for digital employees.
Digitalization affects the way we organize, search, process,
share and archive the data. Various cloud storage models and
pricing options are available. Organizations should carefully
think and plan what type of data they store in which cloud
storages. For example, in Azure cloud platform, there are 3
storage pland (hot, cool and archive). Archive is cheapest mode
in terms of monthly basic fee but it will be expensive to search
and retrieve information from that storage.
Digital platforms cover digital team collaboration platforms
such as Google G-suite and Microsoft Office 365. Modern
platforms are typically designed in a way that enables good
interoperability between the products within the platform. We
aim at extending and validating our Digital Workplace Model
during the TUPLA project.
V. C ONCLUSION AND F UTURE W ORK
This study aimed at answering the research problem:
How digital transformation affects service management and
customer service. This research problem was divided into the
following research questions: 1) How service employees see
the role of digitalization in their daily work? 2) What types of
challenges are related to digitalization in service organizations?
and 3) How digital culture can be strengthened in service
organizations?
Concerning the first research question, we observed that
digitalization is changing employees’ job descriptions by
broadening responsibilities and pushing employees to explore
latest technologies (...key success factor shall be how employee
shall operate in the digital world in cooperation with artificial
intelligence and machines...), not only during work but also
on their freetime. We could identify evidence on all four
digitalization megatrends: Cloud (cloud as a data store, data
sync to cloud features), Mobile (our business is based on
systems designed for mobile devices...digital learning envi-
ronments have to support mobile devices), Big Data (finding
relevant information and identifying it among big data), and
Social (...we provide services that include built-in social media
features...).
Regarding the second research question, we observed var-
ious challenges related to digitalization and digital transfor-
mation such as increasing number of information security
risks, uncertainty and worrying about job stability, increased
likelihood to get addicted to digitalization as well as how to
prepare for data protection regulation and data privacy issues.
These are issues service organizations’ management should
pay closer attention.
Concerning the third research question, we identified sev-
eral actions for creating a digital culture: providing digi-
tal training especially for management, engaging employees,
leading with examples, providing support for an explorer
culture, emphasixzing usability and reliability issues while
designing new services, recruiting people with digital mindset
and competences, having a slow transformation and transition
to the digital culture.
Data analysis was carried out with case comparison tech-
nique and using tabularization and categorization. These cate-
gories may be useful for researchers that perform case studies
on digital transformation such as investigate challenges and
bottlenecks in digitalization.
This study was performed with Finnish service companies
in Northern Savo region. Most of our companies providing
data for this study were micro and small companies. There
are always some limitations related to case studies: First, data
collection and data analysis were conducted during a short
period of time (2 months) but the positive side is that research
findings are very fresh. TUPLA project started in January 2018
and data was collected between March and April 2018.
Second, a limitation related to case study procedures was
that we did not have a detailed view of every service company,
instead we needed to rely on discussions and talks during
project workshops and training events. We hope to receive
more detailed understanding of their business and service
management processes while our project proceeds.
In future studies, we are interested in studying how digital-
ization affects work productivity and wellbeing at work. Fur-
ther research could also be related to using machine learning
and artificial intelligence in customer service and IT customer
support.
ACKNOWLEDGMENT
We would like to thank the case organization’s representa-
tives for valuable feedback and inputs, interviews, narratives
and discussions that helped us to perform this study. This
paper is based on research in Digital Services and Productivity
for Business Needs, Tuottavuutta ja Digitaalisia Palveluita
Liiketoiminnan Avuksi, TUPLA (S21138) funded by European
Social Fund, Pohjois-Savon ELY-keskus and industry partners.
R EFERENCES
[1] P. C. Verhoef, K. N. Lemon, A. Parasuraman, A. Roggeveen, M. Tsiros,
and L. A. Schlesinger, “Customer experience creation: Determinants,
dynamics and management strategies,” Journal of Retailing, vol. 85,
no. 1, pp. 31 – 41, 2009, enhancing the Retail Customer Experience.
[2] J. Korhonen and M. Halen, “Enterprise architecture for digital transfor-
mation,” in 2017 IEEE 19th Conference on Business Informatics (CBI),
vol. 01, July 2017, pp. 349–358.
[3] K. Jokela and M. Jäntti, “Challenges and problems in product port-
folio release and deployment management,” in Proceedings of the 9th
International Conference on Service Systems and Service Management
(ICSSSM12). Shanghai, China: IEEE, 2012.
[4] J. Ford, L. Ford, and A. D’Amelio, “Resistance to change: The rest of
the story,” Academy of Management Review, vol. 33, no. 2, pp. 362–377,
2008.
[5] M. Jäntti, “Lessons learnt from the improvement of customer support
processes: A case study on incident management,” in Product-Focused
Software Process Improvement, ser. Lecture Notes in Business Infor-
mation Processing, W. Aalst, J. Mylopoulos, N. M. Sadeh, M. J. Shaw,
C. Szyperski, F. Bomarius, M. Oivo, P. Jaring, and P. Abrahamsson,
Eds. Springer Berlin Heidelberg, 2009, vol. 32, pp. 317–331.
[6] M. Jäntti, A. Miettinen, N. Pylkkänen, and T. Kainulainen, “Improv-
ing the problem management process from knowledge management
perspective,” in Product-Focused Software Process Improvement, ser.
Lecture Notes in Computer Science, J. Munch and P. Abrahamsson,
Eds. Springer Berlin / Heidelberg, 2007, vol. 4589, pp. 389–401.
[7] M. Kajko-Mattsson, “Corrective maintenance maturity model: Problem
management,” in ICSM ’02: Proceedings of the International Confer-
ence on Software Maintenance (ICSM’02). Washington, DC, USA:
IEEE Computer Society, 2002, p. 486.
[8] J. Caldeira and F. B. e Abreu, “Influential factors on incident manage-
ment: Lessons learned from a large sample of products in operation,”
in Product-Focused Software Process Improvement, A. Jedlitschka and
O. Salo, Eds., vol. 5089. Springer Verlag, 6 2008, pp. 330–344.
[9] M. Jäntti and H. Kallinen, “Exploring service desk employees’ mo-
tivation and rewarding,” in 2017 International Conference on Service
Systems and Service Management, June 2017, pp. 1–6.
[10] F. S. d. Conceio, A. P. d. Silva, A. Q. d. O. Filho, and R. C. S. Filho,
“Toward a gamification model to improve it service management quality
on service desk,” in 2014 9th International Conference on the Quality
of Information and Communications Technology, 2014, pp. 255–260.
[11] N. Ilk, M. Brusco, and P. Goes, “Workforce management in omnichan-
nel service centers with heterogeneous channel response urgencies,”
Decision Support Systems, vol. 105, pp. 13 – 23, 2018.
[12] Dimension Data, “Embracing customer experience,” Dimension Data,
Tech. Rep.
[13] BearingPoint, “The digital evolution journey of the contact centre.”
[14] Office of Government Commerce(a), ITIL Service Strategy. The
Stationary Office, UK, 2007.
[15] COBIT 5, Control Objectives for Information and related Technology:
COBIT 5: Enabling Processes. ISACA, 2012.
[16] C. Agutter, R. England, S. V. Hove, and R. Steinberg, VeriSM - A Service
Management Approach for the Digital Age. Van haren Publishing,
2017.
[17] ISO/IEC TS 15504-8:2012, Information technology - Process assess-
ment -Part 8: An exemplar process assessment model for IT service
management. ISO/IEC TC JTC1/SC7 Secretariat, 2012.
[18] ISO/IEC 20000:1, Part 1: Service management system requirements.
ISO/IEC JTC 1 Secretariat, 2010.
[19] Office of Government Commerce(e), ITIL Continual Service Improve-
ment. The Stationary Office, UK, 2007.
[20] R. Yin, Case Study Research: Design and Methods. Beverly Hills,
CA: Sage Publishing, 1994.
[21] J. Gilgun, “Qualitative research and family psychology,” International
Journal of Family Psychology, vol. 19, no. 1, pp. 40–50, 2005.
[22] K. Eisenhardt, “Building theories from case study research,” Academy
of Management Review, vol. 14, pp. 532–550, 1989.