本体驱动的IT服务管理系统模型研究

针对传统IT管理面临的配置信息不全、被动响应式的工作方式及IT部门充当"救火队"等问题,介绍了一种新的IT管理方式——以流程为导向、以客户为中心的IT管理实施方法,即IT服务管理(ITSM),分析了IT服务管理的原理,并将本体概念引入IT服务管理领域,提出了一个本体驱动的IT服务管理系统模型。通过本体将IT服务管理领域知识及过程形成的案例知识相互关联,为应用操作提供知识支持和指导,提高系统管理的智能化程度。     

以服务为中心的IT管理——ITSM

目前,IT服务管理在国内已经存在了近十年,并且已得到许多大型企业的重视,由于随着对信息化依赖程度的提高,因此需要一种规范化的IT服务管理来保障IT服务对业务的服务与支持。本文主要阐述ITSM核心思想及其服务管理在实施方面存在的问题。     

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

The purpose of knowledge management is innovation. However, this study proposes that the existence of knowledge management in the knowledge‐worker's work environment can nurture the overall satisfaction of knowledge worker. As the ultimate purpose of knowledge management is innovation performance, therefore, the satisfaction of knowledge worker as an outcome of knowledge management should be greater innovation performance. Consequently, the purpose of this study is to test the mediating role of satisfaction of knowledge worker between knowledge management and innovation. The study collected the data from 306 knowledge workers (engineers and managers) of software houses from Pakistan. The SmartPLS 3 Version 2.7 software that uses the PLS‐SEM (Partial Least Square‐Structural Equation Modelling) technique was used. The results indicate that satisfaction of knowledge worker mediates between two knowledge management processes (knowledge creation and knowledge sharing) and innovation significantly. However, it does not mediate between knowledge utilization and innovation significantly.     

基于.NET的桌面帮助管理系统——HELP DESK的设计

随着信息化建设地深入,IT服务管理(ITSM)已成为企业战略管理中很重要的一个方面。因此IT部门需要相应的软件来支持ITSM的运营,其中包括Help Desk系统。本文主要对桌面帮助管理系统进行详细的需求分析和系统设计。     

IT服务管理中分布协作支持的研究与实现

分析IT服务管理在企业中的运作模式及在协同运作模式下的应用场景,在此基础上提出基于工作单管理流程和配置管理委托机制的分布协作方案,设计并实现一个支持分布协作的IT服务管理工具。协作方案和工具已运用于试点企业,运行结果表明,该方案能够有效地实现IT服务管理的分布协作。     

Defining the relationships between IT service management and IT service governance

IT service provider organizations need both IT service management (ITSM) and IT service governance (ITSG) to ensure successful service provision for their customers. However, current service science literature has not adequately addressed how these activities differ from each other. Focusing solely on IT service management and ignoring service governance aspects may cause difficulties in measuring the performance of service management, defining and deploying the roles and responsibilities of service management, allocating the resources for right service improvements and adopting the service-oriented process culture. The research problem of this study is: How does IT service management differ from IT service governance? The main contribution of the study is a framework for IT service governance and a roadmap of IT service management frameworks and standards that can be utilized in establishing IT service governance activities. The theory-based framework is validated in an IT service change management case study with five Finnish IT service provider organizations. The results of this study may be used by top management, service directors and the IT service managers of IT service companies to better identify different aspects of IT service management and IT service governance.     

Continual Process Improvement for ITIL Service Operations: A Lean Perspective

IT service management (ITSM) practitioners recognize the need for continuous improvement of IT services. Using a design science research approach, we develop a five – step process improvement framework for ITIL (Information Technology Infrastructure Library) service operations, based on the use of the Lean toolset. The proposed framework offers a structured approach for process improvement in practice and a basis for more systematic research.     

IT服务管理的知识支持结构研究*

通过信息技术基础设施库(ITIL)中的服务提供和服务支持进行对比来加深对ITIL理念的理解.然后结合某电子政务运维系统实施和软件过程改进知识管理经验的分析,探讨了信息技术服务管理(ITSM)的相关问题.最后提出了ITSM的知识支持结构.     

基于ITIL的IT服务管理系统的应用

良好的IT服务管理,使组织提升信息系统的管理效率和质量以满足变化的业务需要。IT基础架构库(ITIL)经过二十余年的改进和发展,已经演变为实施IT服务管理的最佳框架。然而组织在建立和实施IT服务管理系统时,在流程划分和模块实施等方面仍然存在诸多混淆。文章在总结ITIL和IT服务管理的框架、核心流程以及实施的基础上,以某广电公司基于ITIL的IT服务管理项目为案例,对IT服务管理的系统逻辑框架、工作流程以及事件管理这一关键流程的建立和实施进行了研究。     

基于SNMP的IT服务管理系统的架构设计

介绍了基于SNMP(Simple Network Management Protocol)的IT服务管理系统,它能为信息系统提高信息服务水平提供全面的技术支持.分析了企业对此系统的需求并针对这些需求描述了系统功能.阐明了该系统的理论基础,对其实现的架构作了详细阐述.     

流程管理——ITSM在电信业的应用

本文认为,在电信IT维护支撑工作中,通过应用流程管理ITSM的服务支持,实现了问题管理、变更管理、发布管理,提高了IT服务质量。     

Information technology service management models applied to medium and small organizations: A systematic literature review

(ANTECEDENT) The main responsibility of the Information Technology Service Management (ITSM) as an organization is to provide services in high level quality. That implies that the services will be an appropriate service and it will ensure continuity. In this context, the organization needs to adopt the best practices in service management to be more efficient and competitive. Some ITSM models collect the best practices of recognized organizations. These models are mainly applied by large organizations. (OBJECTIVE) The objective of this study is to gather experiences in the application of ITSM models in small organizations. (METHODS) To achieve this objective a systematic literature review was performed. (RESULTS) We found primary studies applied to IT areas from some large and medium companies but there is a few in small companies' context. (CONCLUSION) During the SLR we have identified some improvements and difficulties in many organizations, we have founded when applying ITSM models. The principal difficulty was the lack of knowledge of its personnel and consultants have, for adopting a model. On the other hand, companies who succeeded in the application of an ITSM model, had founded some benefits, such as processes improvement, higher user satisfaction, and service cost and time reduction.     

基于ITIL的ITSM与IT设施监控

该文简要介绍了信息技术基础架构库ITIL的由来和基于ITIL的ITSM,作者还结合所在单位信息化建设和应用情况及存在的问题,交流信息部门做好本单位信息技术服务管理工作的一些想法以及所在单位采用HP Openview Service Desk作为主体平台搭建IT服务台后的应用效果。     

The roles of psychological climate,information management capabilities,and IT support on knowledge-sharing: an MOA perspective

Leveraging the motivation-opportunity-ability (MOA) theoretical framework and past research on psychological climate, this study analyzes three antecedent factors driving an individual’s knowledge-sharing (KS) within organizations: knowledge-sharing psychological climate as motivation, information management capability as ability, and organizational information technology support as opportunity. An empirical examination reveals that a motivating psychological climate has a primary impact on KS behavior, and the impact of perceived information management capability on sharing is mediated by the psychological climate. Perceived organizational use of information technology to support knowledge work bears strong influence on information management capabilities but not on sharing, suggesting that investment in IT does have indirect payoffs. The study is the first to position the opportunity→ability→motivation causal network in an individual’s KS behavior. The findings suggest that managers need to consider the pre-requisite roles of IT-enabled opportunities and workers’ information management abilities when building an all-important motivating climate to share.     

Describing functional requirements for knowledge sharing communities

Human collaboration in distributed knowledge sharing groups depends on the functionality of information and communication technologies (ICT) to support performance. Since many of these dynamic environments are constrained by time limits, knowledge must be shared efficiently by adapting the level of information detail to the specific situation. This paper focuses on the process of knowledge and context sharing with and without mediation by ICT, as well as issues to be resolved when determining appropriate ICT channels. Both technology-rich and non-technology examples are discussed.     

Service encounter thinklets: how to empower service agents to put value co‐creation into practice

The concept of value co‐creation and the service encounter as locus of this value co‐creation gained much academic interest, notably in marketing research and service sciences. While the current research discourse mainly follows conceptual perspectives, there has been little research on the practical implications on service agents' enabling co‐creation of value in the information technology (IT)‐supported service encounters with clients. In this paper, we seek to bridge this gap and first use the example of IT‐supported citizen advisory services to show the fundamental deficiencies in current service agents regarding the implementation of value co‐creation work practices. We introduce the concept of service encounter thinklets, adapted from collaboration engineering, to overcome these deficiencies and to empower service agents to put value co‐creation into practice. We show how service encounter thinklets can complement existing advisory support measures to enable service agents to transform the IT‐supported customer service encounter into a collaborative work environment, bringing together themselves, customers and supporting information systems to co‐create the advisory's value. A test with employees in a public administration's front office has provided first evidence that service encounter thinklets can effectively empower service agents on the job to adapt their work practices and to bring value co‐creation into practice.     

Collaborative learning in mobile work

Abstract  Moving towards more communication intensive organisations, where work tends to be mobile, understanding how to support learning in such work becomes increasingly important. This paper reports on a study of a customer relations team, where work is performed co-located, distributed as well as mobile. Collaborative learning within in this team is explored so as to inform the design of IT support. In the results four instances of collaborative learning important in the studied team were identified: walking into collaborative learning, travelling to meetings, articulating practice and sharing without articulating. These issues are discussed and how they affect the design of collaborative learning activities for mobile knowledge workers.     

“Breathing the thin air of cyberspace”: Global knowledge and the Nepal context *

Abstract

This article examines global and indigenous knowledge sharing with a focus on electronic information exchange in Nepal's development sector. Drawing on lessons from experience based on two local examples, a framework is presented of a strategy for realising the potential of Information and Communications Technology (ICT) in countries where knowledge sharing and access is constrained in a variety of ways.

The “iCAPACITY framework” outlined for the South Asian context integrates the inter‐dependent themes of Content, Access, and Partnership, highlighting the critical components that require consideration when building the capacity for ICT usage and knowledge sharing in a developing country context. Practical initial steps are put forward, that recognise the primary concern for holistically addressing economic, social and environmental issues, with the overall priority of alleviating poverty using broad‐based participation.

The paper concludes that developing countries such as Nepal, currently occupy what may be metaphorically referred to as “the thin air of cyberspace”, where the essential knowledge needing to be shared locally or globally is not yet widely available or accessible. In this context, particular care has to be taken in formulating localised strategies and models that can improve the quality of this “air”, and lead to a situation where development efforts can truly be enhanced by the IT revolution.     

Describing functional requirements for knowledge sharing communities

Human collaboration in distributed knowledge sharing groups depends on the functionality of information and communication technologies (ICT) to support performance. Since many of these dynamic environments are constrained by time limits, knowledge must be shared efficiently by adapting the level of information detail to the specific situation. This paper focuses on the process of knowledge and context sharing with and without mediation by ICT, as well as issues to be resolved when determining appropriate ICT channels. Both technology-rich and non-technology examples are discussed.     

Workers and Their Willingness to Learn: Will ICT‐Implementation Strategies and HRM Practices Contribute to Innovation?

The article deals with the relationship between the willingness of workers to acquire ICT‐competences), the ICT‐implementation strategy (to ‘automate’ or ‘to informate’) pursuit by organizations and the HRM practices used by them. Based on a simple conceptual model, we tested three hypotheses: the more extended the use HRM practices in organizations, the more often workers will work in a work setting based on an informated ICT implementation strategy; an informated ICT implementation strategy will lead to a higher willingness of employees to acquire ICT‐related competences; the effect of an informated ICT‐strategy on the willingness to acquire ICT‐related competences will be higher than that of the HRM‐practices. To test these hypotheses, we used a survey of 733 Dutch employees working with ICT devices. Our analysis gives some partial support to the first two hypotheses, but the third is rejected by the data: ICT‐implementation strategies and some HRM‐practices have an independent effect on the willingness to acquire ICT‐compentences.