Jan Marco Leimeister
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Prof. Dr.
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Leimeister
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Jan Marco
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janmarco.leimeister@unisg.ch
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+41 71 224 3330
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Publication

Generative AI in Customer Support Services: A Framework for Augmenting the Routines of Frontline Service Employees

2024-01-06 , Philipp Reinhard , Mahei Li , Christoph Peters , Jan Marco Leimeister

Customer support service employees are facing an increased workload, while artificial intelligence (AI) appears to possess the potential to change the way we work. With the advent of modern types of generative AI, new opportunities to augment frontline service employees have emerged. However, little is known about how to integrate generative AI in customer support service organizations and purposefully change service employee work routines. Following multi-method qualitative research, we performed a literature review, conducted workshops, and interviewed IT support agents, managers, and AI experts. Thereby, we examine AI augmentation for frontline service employees in the context of IT support to carve out where and how GenAI can be leveraged to develop more efficient and higher-quality customer support. Our resulting framework reveals that especially adapting solutions and retaining knowledge is subject to a high degree of AI augmentation.

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Crowdworking Platforms in Germany: Business Insights from a Study & Implications for Society

2020 , Mrass, Volkmar , Peters, Christoph , Leimeister, Jan Marco

The competitiveness of organizations and whole economies depends on how successfully they are able to cope with the digital transformation and new technological trends. In the area of digital work, crowdworking platforms emerged as intermediaries that support a new form of service delivery and work organization. Despite their increasing importance, there is only few data about key characteristics of such platforms such as number of employees or revenues. Furthermore, extant data often focusses only on a few platforms, mostly from the US. Based on results from a study about the 32 crowdworking platforms that have their headquarters or a physical location in Germany, we provide data that for the first time allows to draw conclusions for the “total population” of crowdworking platforms in a defined larger region (Germany as Europe’s largest and the world fourth largest economy). These results are valuable for various stakeholders from economy and politics, allowing them to make economic or political decisions on a more informed basis. Furthermore, we develop an evaluation framework that depicts the implications for these groups along the dimensions costs, flexibility, “humanity”, quality, and time: Crowdworking platforms on the one hand provide several opportunities: Individuals gain more flexibility, groups can benefit from additional contributors, organizations have the potential to process work faster and cheaper. On the other hand, this novel form of work organization also includes potential threats for all groups: Low payments and ‘tayloristic’ work, insufficient quality or irritation of internal employees. Based on 12 interviews with company representatives and crowdworkers, we evaluate implications of this novel form of work organization for society.

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Developing a Production Structure Model using Service-Dominant Logic – A hypergraph-based Modeling Approach

2019-07-26 , Li, Mahei , Peters, Christoph , Leimeister, Jan Marco

To make a fundamental shift towards value orientation, manufacturing companies strategically move to integrate services into their portfolio. While manufacturing firms rely on production information systems as the backbone of their operations, these systems are based on product structure models (e.g., bill of materials). This poses a problem because services do not adhere to the goods-dominant perspective of product structures. To solve this divide, this paper proposes an integrative mathematical model for both production systems and service systems. This model draws upon concepts of service-dominant logic and is based on hypergraph theory. To illustrate that the production structure model includes both product structures and process structures, we further demonstrate that the production structure model can be transformed into either. Therefore, our theoretical contribution lies in introducing a structural model for production systems that is compatible with structures of a service system model. For practice, this model enables the development of production information systems that can plan and control products, services and hybrids.

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Managing Complex Work Systems via Crowdworking Platforms: How Deutsche Bank Explores AI Trends and the Future of Banking with Jovoto

2018 , Mrass, Volkmar , Peters, Christoph , Leimeister, Jan Marco

Crowdsourcing has evolved into a powerful new instrument for companies. In the last years, crowdworking platforms that manage work systems as intermediaries between crowdsourcers and crowd workers have increasingly been used. Nevertheless, they currently often manage rather simple work systems. Although they have the potential for managing more complex ones, there is still little knowledge how this can be done and what measures are necessary to do so. To explore this question in more detail, we investigate three seminal projects that Deutsche Bank completed with the crowdworking platform Jovoto and that aimed at exploring AI trends and developing concepts for the future of banking. We derive measures necessary for the successful management of complex work systems and provide a model as guidance for both companies and crowdworking platform operators. With our findings, we extend current knowledge in the realm of IS, organizational theory, and platform ecosystems.

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Publication

Why the Agile Mindset Matters

2021-08-03 , Eilers, Karen , Simmert, Benedikt , Peters, Christoph , Leimeister, Jan Marco

Volatility, uncertainty, ambiguity, and complexity (VUCA) are drivers in today’s business world. Therefore, an increasing number of organizations implement agility (agile methods) to cope with the rapid and accelerating change. However, these agile transformations do not succeed unhindered, and some fail. One reason for that is the employees lacking an agile mindset and they do not support or participate in the transformation. So far, knowledge of the agile mindset is in its infancy. A conceptualization for developing a measuring instrument on the individual level is lacking. Furthermore, the relevance of the agile mindset regarding organizational performance in a VUCA world is still unclear. Our study aims to close this gap. To do so, we examine the agile mindset with 15 qualitative interviews and conduct an online survey (N=449) to predict organizational agility and organizational performance based on the agile mindset. As for results, we conceptualize the agile mindset as an attitude that comprises four dimensions: ’learning spirit’, ‘collaborative exchange’, ‘empowered self-guiding’, and ‘iterative value creation’. We have found an indirect effect of the agile mindset affecting organizational performance towards organizational agility. These findings contribute to the agility and management research by providing both a conceptualization and a measuring instrument for the agile mindset. Furthermore, the agile mindset´s relevance in agile transformation is explained and its relation to organizational performance outlined. For successful agile transformation, executives must focus on the agile mindset of their employees and foster this by e.g. being a role model.

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How to Empower the Workforce – Analyzing Internal Crowd Work as a Neo-Socio-Technical System

2019-01-08 , Durward, David , Simmert, Benedikt , Peters, Christoph , Blohm, Ivo , Leimeister, Jan Marco

In this paper, we analyze internal crowd work as Neo-STS from an employee’s perspective. Based on qualitative interviews, we describe in our model how employees perceive empowerment through participation in internal crowd work. As our main contribution, we detail and extend existing research regarding internal crowd work, Neo-STS as well as empowerment by identifying structural antecedents that affect psychological empowerment of internal crowd workers.

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A Hypergraph-based Modeling Approach for Service Systems

2018 , Li, Mahei Manhai , Peters, Christoph , Leimeister, Jan Marco

Currently, research on service science has emerged as its own discipline, where service systems are its basic unit of analysis. However, without a clearly defined modeling approach for service systems, analyzing a service system is challenging. We therefore propose a conceptual hypergraph-based modeling approach, which can be used to model services for both traditional goods-dominant businesses, as well as service-businesses. We define key elements of a service system while drawing upon hypergraph theory and present three modeling properties which are required to model a service systems graph (SSG). The focus of SSGs is to describe the relationships between the various resources, actors and activities, thus configuring a service system. It provides the foundation for computer graphic simulations and database applications of service business structure for future research.

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Publication

Moving towards a Non-Dyadic View on Service Systems and its Operationalization – Applying the Hypergraph-based Service System Model

2020 , Li, Mahei , Peters, Christoph , Leimeister, Jan Marco

In today’s VUCA world, that is characterized by high volatility, uncertainty, complexity and ambiguity, service provisioning is required to realize flexible and adaptable reconfiguration of service delivery systems and its stakeholders’ resources. However, services are often embedded in greater service systems and the context information of both customer and service provider form both its boundary conditions the suitable solution service. To capture the complexity and leverage the dynamic of service systems, we propose the formal service system model (SSM) method. Following general systems theory, we define boundaries for service delivery and show SSM’s applicability for ad-hoc service operations. We show its usefulness for structuring a service system for service operations, specifically scheduling, planning, and pricing of service provisioning. We contribute to service systems engineering by applying one generalizable mathematical model for both structuring and operationalizing service systems and provide insights in-to capturing the complex relationships of its components

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Linking Strategy and Operations using a Service Business Model – a hypergraph theory-based approach

2019-06-10 , Li, Mahei Manhai , Peters, Christoph , Leimeister, Jan Marco

Business models (BM) have become increasingly important and versatile abstract tools to describe businesses on both, a strategic, as well as operational level (Wirtz et al. 2015). These BMs are used to understand what a business does to remain competitive, strategically (Johnson et al. 2008). Existing research (Johnson et al. 2008; Wirtz et al. 2015) identified the importance of BMs for the success of businesses. Also, practice revealed that financially successful companies ascertain twice the level of importance than less successful companies (IBM, 2007). A BM is a conceptual and structural implementation of a business strategy and the foundation of business processes (Osterwalder and Pigneur, 2002). BMs include a strategy, input factors, processes, with an underlying financial model to ensure the profitability. In recent years BMs have become synonymous with entire companies. Literature shows a heterogeneous abstraction of BMs, sometimes referring to BMs as business unit or products (Wirtz et al. 2015). Service systems literature shows similar structures, with service systems referring to exchanges on an individual level, among business units or entire ecosystems (Chandler and Lusch 2015). We propose that a service systems perspective can systematically model businesses and capture its inherent complexities (Peters et al. 2015). The service business model (SBM) includes (1) the value proposition, which is the firm’s offering to the customer; (2) the value creation and delivery mechanisms, reflecting the value chain; (3) value capture and analysis of the BM and its constituent elements to understand how the firm generates profit. Our model, thus, captures the holistic characteristic of BM, while retaining the detailed information on how the business is constructed. Businesses are confronted with a complex, digitalized world, in which important service innovations are continuously emerging, which need to be designed and linked to the BM of a company, thus addressing the strategy to execution gap (Kaplan and Norton 2009). Typical BM tools, such as the business model canvas (Osterwalder et al. 2005), only provide a descriptive framework for structuring businesses, missing the interrelations of its BM elements. This is important for operational decision makers, who implement new service innovations. In sum, without a SBM that relates the high level strategic information to the detailed operations perspective, BMs only reflect half the picture. Hence, we develop a hypergraph theory-based underlying model for businesses to understand how the business works both from a strategic perspective, as well as from a detailed operational perspective. Our SBM makes value creation visible, relying on a systems perspective linking multi-dimensional input factors with set of activities and actors and thus capturing value proposition, value creation and delivery and value capture mechanisms (Li & Peters 2018). Attached table shows an overview of our SBM, which relies on a formally model (Li et al. 2018). It represents a base structure of businesses and can be used for operational purposes too (e.g.: scheduling, planning and cost analyses) and thus enables a high level strategic perspective to be integrated into the operational perspective, bridging the gap between strategy and execution for successful businesses.

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Publication

Towards Bridging the Gap between Business Model Innovation and Practice Using Hypergraph-based Modeling

2018 , Li, Mahei , Peters, Christoph , Ernst, Sissy-Josefina , Leimeister, Jan Marco

A hypergraph-based modeling of businesses bridges the gap between business model innovations and its implementation into enterprise solutions. By formalizing resources, actors, activities (processes) and functions into one model, their relationships are clearly defined, while encompassing both the data and processual structure. A database-based graphical tool supports system analysts and decision makers to structure and analyze their business model and corresponding value proposition. This model can thus be used for future implementations.

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