Var går gränsen? – En fallstudie om processerna på IKEA Kundservice center

Detta är en Kandidat-uppsats från Lunds universitet/Institutionen för service management och tjänstevetenskap

Sammanfattning: Abstract Course: SMTX06, Bachelor of degree. 15 hp. Spring 2009 Authors: Amir Amini Harati, Nosherwan Bajwa, Daniel Djukic Title: Where is the border? – A case study of the processes in IKEA Customerservice center Supervisors: Jan E. Persson, Mattias Wengelin Aim: The purpose of this study is to identify the problems within the borders between the processes in service companies. By making a map of the processes between two departments within a service operation, we will analyze what challenges and opportunities that may come up. Questions: Are there any problems in the borders between the departments when you go through with making a map of the processes in a service company? How does the service culture and the exchange of information affect the border-crossing processes? Method: We used a qualitative research method by doing qualitative interviews and participant observations Keywords: Border crossing processes, knowledge, exchange of information, service culture Conclusion: We have come to the conclusion that service operations don’t in same extent have to put out borders between the processes, as in industrial operations. By this we argue that the borders don’t have to be given, they should develop naturally. The aim should instead be to create an environment within the service operation that encourages the employee to take more responsibility. Thus the border is based on a more individual level rather than an organizational. Abstract Course: SMTX06, Bachelor of degree. 15 hp. Spring 2009 Authors: Amir Amini Harati, Nosherwan Bajwa, Daniel Djukic Title: Where is the border? – A case study of the processes in IKEA Customerservice center Supervisors: Jan E. Persson, Mattias Wengelin Aim: The purpose of this study is to identify the problems within the borders between the processes in service companies. By making a map of the processes between two departments within a service operation, we will analyze what challenges and opportunities that may come up. Questions: Are there any problems in the borders between the departments when you go through with making a map of the processes in a service company? How does the service culture and the exchange of information affect the border-crossing processes? Method: We used a qualitative research method by doing qualitative interviews and participant observations Keywords: Border crossing processes, knowledge, exchange of information, service culture Conclusion: We have come to the conclusion that service operations don’t in same extent have to put out borders between the processes, as in industrial operations. By this we argue that the borders don’t have to be given, they should develop naturally. The aim should instead be to create an environment within the service operation that encourages the employee to take more responsibility. Thus the border is based on a more individual level rather than an organizational.

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