Learning to Strategise Innovative Services: The Role of System Dynamics

Gudergan, G; Gudergan, S

Learning to Strategise Innovative Services: The Role of System Dynamics

Gudergan, G Gudergan, S

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Publisher:: Inderscience Publishers
Publication Type:: Journal Article
Citation:: International Journal of Innovation and Learning, 2004, 1 (3), pp. 227 - 239
Issue Date:: 2004-01

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Field	Value	Language
dc.contributor.author	Gudergan, G	en_US
dc.contributor.author	Gudergan, S	en_US
dc.date.issued	2004-01	en_US
dc.identifier.citation	International Journal of Innovation and Learning, 2004, 1 (3), pp. 227 - 239	en_US
dc.identifier.issn	1471-8197	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10166
dc.description.abstract	A number of studies from a management perspective distinguish various types and levels of learning. The extent to which actual management decisions take into account such frameworks and lead to innovative services is limited. Increasingly, organisations address these issues by employing system dynamics modelling and simulation (SDMS) with the aim to facilitate learning about industrial service aspects and, ultimately, to offer innovative industrial services. Yet, there is no explicit research assessing the extent to which the employment of SDMS enhances learning in industrial service organisations. The goal of this paper is to investigate this. More specifically, in this paper we link SDMS aspects to critical reflective learning as an antecedent factor of innovation. We provide support for our proposed linkages with a case study, in which we illustrate the effects of SDMS on critical reflective learning within the context of an organisation, which has employed SDMS when developing industrial service strategies.	en_US
dc.publisher	Inderscience Publishers	en_US
dc.relation.ispartof	International Journal of Innovation and Learning	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Learning to Strategise Innovative Services: The Role of System Dynamics	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	1	en_US
utslib.for	150312 Organisational Planning and Management	en_US
utslib.for	1303 Specialist Studies in Education	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	Australia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.issue	3	en_US
pubs.volume	1	en_US

Abstract:

A number of studies from a management perspective distinguish various types and levels of learning. The extent to which actual management decisions take into account such frameworks and lead to innovative services is limited. Increasingly, organisations address these issues by employing system dynamics modelling and simulation (SDMS) with the aim to facilitate learning about industrial service aspects and, ultimately, to offer innovative industrial services. Yet, there is no explicit research assessing the extent to which the employment of SDMS enhances learning in industrial service organisations. The goal of this paper is to investigate this. More specifically, in this paper we link SDMS aspects to critical reflective learning as an antecedent factor of innovation. We provide support for our proposed linkages with a case study, in which we illustrate the effects of SDMS on critical reflective learning within the context of an organisation, which has employed SDMS when developing industrial service strategies.

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http://hdl.handle.net/10453/10166