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Lecture Notes in Networks and Systems 266
Christine Leitner
Walter Ganz
Debra Satterfield
Clara Bassano Editors
Advances in
the Human
Side of Service
Engineering
Proceedings of the AHFE 2021
Virtual Conference on The Human
Side of Service Engineering,
July 25–29, 2021, USA
Lecture Notes in Networks and Systems
Volume 266
Series Editor
Janusz Kacprzyk, Systems Research Institute, Polish Academy of Sciences,
Warsaw, Poland
Advisory Editors
Fernando Gomide, Department of Computer Engineering and Automation—DCA,
School of Electrical and Computer Engineering—FEEC, University of Campinas—
UNICAMP, São Paulo, Brazil
Okyay Kaynak, Department of Electrical and Electronic Engineering,
Bogazici University, Istanbul, Turkey
Derong Liu, Department of Electrical and Computer Engineering, University
of Illinois at Chicago, Chicago, USA; Institute of Automation, Chinese Academy
of Sciences, Beijing, China
Witold Pedrycz, Department of Electrical and Computer Engineering,
University of Alberta, Alberta, Canada; Systems Research Institute,
Polish Academy of Sciences, Warsaw, Poland
Marios M. Polycarpou, Department of Electrical and Computer Engineering,
KIOS Research Center for Intelligent Systems and Networks, University of Cyprus,
Nicosia, Cyprus
Imre J. Rudas, Óbuda University, Budapest, Hungary
Jun Wang, Department of Computer Science, City University of Hong Kong,
Kowloon, Hong Kong
The series “Lecture Notes in Networks and Systems” publishes the latest
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Original research reported in proceedings and post-proceedings represents the core
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The series covers the theory, applications, and perspectives on the state of the art
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All books published in the series are submitted for consideration in Web of
Science.
More information about this series at http://www.springer.com/series/15179

Christine Leitner Walter Ganz
• •
Debra Satterfield Clara Bassano

•
Editors
Advances in the Human Side

of Service Engineering
Proceedings of the AHFE 2021 Virtual
Conference on The Human Side of Service
Engineering, July 25–29, 2021, USA
123
Editors
Christine Leitner Walter Ganz
Centre for Economics and Public Fraunhofer IAO
Administration Stuttgart, Baden-Württemberg, Germany
London, UK
Clara Bassano
Debra Satterfield University of Naples Parthenope
California State University Avellino, Italy
Orange, CA, USA
ISSN 2367-3370 ISSN 2367-3389 (electronic)

Lecture Notes in Networks and Systems
ISBN 978-3-030-80839-6 ISBN 978-3-030-80840-2 (eBook)
https://doi.org/10.1007/978-3-030-80840-2
© The Editor(s) (if applicable) and The Author(s), under exclusive license
to Springer Nature Switzerland AG 2021
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether
the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of
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The use of general descriptive names, registered names, trademarks, service marks, etc. in this
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The publisher, the authors and the editors are safe to assume that the advice and information in this
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This Springer imprint is published by the registered company Springer Nature Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
Advances in Human Factors
and Ergonomics 2021
AHFE 2021 Series Editors

Tareq Z. Ahram, Florida, USA
Waldemar Karwowski, Florida, USA
12th International Conference on Applied Human Factors and Ergonomics and the
Affiliated Conferences (AHFE 2021)
Proceedings of the AHFE 2021 Virtual Conference on The Human Side of Service
Engineering, July 25–29, 2021, USA.
Advances in Neuroergonomics and Cognitive Hasan Ayaz, Umer Asgher and Lucas
Engineering Paletta
Advances in Industrial Design Cliff Sungsoo Shin, Giuseppe Di
Bucchianico, Shuichi Fukuda,
Yong-Gyun Ghim, Gianni Montagna
and Cristina Carvalho
Advances in Ergonomics in Design Francisco Rebelo
Advances in Safety Management and Human Pedro M. Arezes and Ronald L. Boring
Performance
Advances in Human Factors and Ergonomics in Jay Kalra, Nancy J. Lightner and Redha
Healthcare and Medical Devices Taiar
Advances in Simulation and Digital Human Julia L. Wright, Daniel Barber, Sofia
Modeling Scataglin and Sudhakar L. Rajulu
Advances in Human Factors and System Isabel L. Nunes
Interactions
Advances in the Human Side of Service Christine Leitner, Walter Ganz, Debra
Engineering Satterfield and Clara Bassano
Advances in Human Factors, Business Jussi Ilari Kantola, Salman Nazir and
Management and Leadership Vesa Salminen
Advances in Human Factors in Robots, Unmanned Matteo Zallio, Carlos Raymundo Ibañez
Systems and Cybersecurity and Jesus Hechavarria Hernandez
Advances in Human Factors in Training, Salman Nazir, Tareq Z. Ahram and
Education, and Learning Sciences Waldemar Karwowski
(continued)
v
vi Advances in Human Factors and Ergonomics 2021
(continued)
Advances in Human Aspects of Transportation Neville Stanton
Advances in Artificial Intelligence, Software and Tareq Z. Ahram, Waldemar Karwowski
Systems Engineering and Jay Kalra
Advances in Human Factors in Architecture, Jerzy Charytonowicz, Alicja Maciejko
Sustainable Urban Planning and Infrastructure and Christianne S. Falcão
Advances in Physical, Social & Occupational Ravindra S. Goonetilleke, Shuping
Ergonomics Xiong, Henrijs Kalkis, Zenija Roja,
Waldemar Karwowski and Atsuo
Murata
Advances in Manufacturing, Production Stefan Trzcielinski, Beata Mrugalska,
Management and Process Control Waldemar Karwowski, Emilio Rossi and
Massimo Di Nicolantonio
Advances in Usability, User Experience, Wearable Tareq Z. Ahram and Christianne S.
and Assistive Technology Falcão
Advances in Creativity, Innovation, Evangelos Markopoulos, Ravindra S.
Entrepreneurship and Communication of Design Goonetilleke, Amic G. Ho and Yan
Luximon
Advances in Human Dynamics for the Daniel Raposo, Nuno Martins and
Development of Contemporary Societies Daniel Brandão
Preface
If there is any one element to the engineering of service systems that is unique, it is
the extent to which the suitability of the system for human use, human service, and
for providing an excellent human experience has been and must always be con-
sidered. The International Conference on the Human Side of Service Engineering
(HSSE) was organized within the framework of the International Conference on
Applied Human Factors and Ergonomics (AHFE) as an Affiliated Conference. This
conference included over 60 presentations during the three-day event in sessions
which focused on the study of people as the key variable in service systems, with
service innovation as the primary goal to invent, adapt, and engineer better skills,
technologies, organizations, information resources, and value propositions to
address the needs, wants, and aspirations of diverse people in service systems.
Newly included topics for HSSE relate to determinants of re-balancing benefits in
the digital age in the wake of the COVID pandemic and trust: standards, experience,
public policy, participatory governance, privacy, and ethics. All of these are types
of shared information resources that influence trust between actors and will be
impacted by advances in artificial intelligence (AI).
The book is divided into eleven major sections as follows:
1. Re-Balancing Benefits in the Digital Age
2. Addressing Complexity in the Emerging Platform Society
3. Enhancing Interdisciplinary in Service Innovation
4. Resilient Design for Service-Oriented Value Creation
5. Emerging Research Innovations in AI, User Experience, and Design
6. Human-Centered Service Design
7. Augmenting Service Capabilities in the Post-Pandemic Era
8. Education, Training, and Technology Facilitating a Future Workforce
9. Artificial Intelligence-Based Co-Creation
10. Creating Value in Teams and Organizations
11. Creating Value in Communities and Society
vii
viii Preface
A major area of expansion in this conference is the intersection of AI, big data,
and human, social, and knowledge science in the human side of service engi-
neering, and also various interdisciplinary contributions to the field of service
innovation and co-creation of value, calling for rethinking existing service systems
and the role of technology in human–machine co-creation processes in the digital
age.
We are deeply indebted to all session chairs for their contributions to HSSE
2021. We hope that you find this volume useful and interesting and invite all to join
us for next year’s meeting. Our sincere thanks and appreciation goes to the board
members listed below for their contribution to the high scientific standard main-
tained in developing this book. In particular, we would like to thank Jim Spohrer,
Louis Freund, and Wojciech Cellary for their dedication and support to the HSSE
community.
T. Abel, USA
L. Anderson, USA
S. Badesha, USA
F. Bodendorf, Germany
J. Busquets, Spain
W. Cellary, Poland
B. Edvardsson, Sweden
M. Ehret, UK
S. Fosso Wamba, France
L. Freund, USA
C. Glauser, Switzerland
K. Hidaka, Japan
Y. Kohda, Japan
O. Korn, Germany
A. Kumar, USA
S. Kwan, USA
K. Lyons, Canada
P. Maglio, USA
C. Mele, Italy
Y. Misnikov, UK
Y. Moghaddam, USA
R. Mueller-Toeroek, Germany
A. Orofino, Italy
S. Parikh, India
F. Polese, Italy
Y. Sawatani, Japan
D. Simmons, USA
J. Spohrer, USA
J. Valero Torrijos, Spain
S. Vargo, USA
L. Walletzký, Czech Republic
Preface ix
M. Warg, Germany
C. Zagel, Germany
A. Zimmermann, Germany
July 2021 Christine Leitner

Walter Ganz
Debra Satterfield
Clara Bassano
Contents
Re-Balancing Benefits in the Digital Age

The Human-Side of Service Engineering: Advancing Technology’s
Impact on Service Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Wojciech Cellary, Louis E. Freund, Stephen K. Kwan, Christine Leitner,
and Jim Spohrer
New Ecosystem Based on Big Data for More Digital Impact . . . . . . . . . 18
Loris Schmid and Christoph Glauser
New Frontiers in Cyberspace – Recent European Initiatives
to Regulate Digital Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Christian M. Stiefmueller
emyConnect: Building a Smart Public Service for Young
Mobile Europeans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Andreas Martin, Mohammad Allagha, and Yuri Misnikov
The Engagement Catalyst Initiative: How One Global Organization
Activates and Energizes Employee Engagement . . . . . . . . . . . . . . . . . . . 45
Laura Challman Anderson, Michal Jacovi, Jonathan Lenchner,
and Jade Nguyen Strattner
Addressing Complexity in the Emerging Platform Society

Exploring New Digital Age Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Clara Bassano, Sergio Barile, Paolo Piciocchi, Marialuisa Saviano,
and James C. Spohrer
Reducing Industry Complexity with International Standards:
Current Efforts for Services, E-commerce, Artificial Intelligence . . . . . . 67
Stephen K. Kwan and Jim Spohrer
xi
xii Contents
Ecosystems Transformation for Social Change: How to Challenge

Emergency Through Emergence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Francesco Polese, Mara Grimaldi, and Orlando Troisi
The Role of Technological Platforms in Co-creating Symbiotic
Relationships Between Firms and Society . . . . . . . . . . . . . . . . . . . . . . . . 89
Pierpaolo Testa, Luigi Cantone, Giuseppe Fabio Cantone,
and Jay Kandampully
Digital Transformation in the Era of Covid-19 . . . . . . . . . . . . . . . . . . . 97
Marco Tregua, Cristina Mele, Tiziana Russo-Spena, Maria Luisa Marzullo,
and Adriana Carotenuto
Management of Smart City in Lens of Viable System Approach . . . . . . 106
Leonard Walletzký, Luca Carrubbo, and Františka Romanovská
Enhancing Interdisciplinarity in Service Innovation

Qui legit, ingenium veterum mirabile laudet: How to Introduce
New Knowledge into Curriculum Using the Example
of Alcuin’s De dialectica . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Hauke Hasenknopf
Approaching Sustainability in Interdisciplinary Teams . . . . . . . . . . . . . 126
Rebecca Fischer and Hauke Hasenknopf
The Impact of the Master’s Program ZukunftsDesign on Student
Creativity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
Lena Pieper, Annika Linsner, and Franziska Leutner
A Human-Centered Approach to Designing a Blended Learning
Environment for an Interdisciplinary Audience . . . . . . . . . . . . . . . . . . . 141
Matthia Leyendecker and Christian Zagel
Interdisciplinary Service Development for Construction Suppliers
with the Help of an Innovation Support System . . . . . . . . . . . . . . . . . . . 149
Matthias Hille, Melissa Dilek Izlisu, and Freimut Bodendorf
Detecting Effective Impulses for the Socio-ecological Change -
Presentation of the Interdisciplinary Research Concept Behind Game
of Rain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Matthias Scheibe, Hauke Hasenknopf, and Oliver Frenzel
Resilient Design for Service-Oriented Value Creation

How Higher Education Institutions and Technology Innovation
Centres Can Support Organisations Through IoT Digital
Transformations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
Maximilian Ge, Lena Ahner, Yasmin Bayrak, Imogen Cleaver,
Jens Neuhüttler, and Florian Urmetzer
Contents xiii
Impacts of Professional Education Measures on the Digital

Transformation in Organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Lena Ahner, Yasemin Bayrak, Imogen Cleaver, Maximilian L. Ge,
Jens Neuhüttler, and Florian Urmetzer
Transformation Towards Smart Result-Oriented Product-Service
Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Victor Naumann and Alexander Pflaum
Towards a Capability Based Approach to Strengthen the Strategic
Decision Making Process for Developing Smart Products and Services
in SMEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
Sandra Frings and Holger Kett
A People Centered Innovation Methodology for Its Application
in Digital Transformation – Service Innovation Blocks . . . . . . . . . . . . . 197
Gerhard Gudergan and Yassi Moghaddam
Towards a Continuous Process Model for Data Science Projects . . . . . . 204
Damian Kutzias, Claudia Dukino, and Holger Kett
Emerging Research Innovations in AI, User Experience

and Design
Value Co-creation Through Collaborative World-Building
and Cosplay: QwörkSpace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
Joshua Ian Robles
Evaluating Innovation Strategies in Online Education
in Higher Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Debra Satterfield, Jose Rivera-Chang, David Teubner, Tom Tredway,
and Wesley Woelfel
Color and Flavor Perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
Sunghyun R. Kang, Carol Faber, Nora Ladjahasan, and Andrea Quam
Disruptive Innovation: Designing a Shifting Pedagogy for Creative
Disciplines in Higher Education Learning . . . . . . . . . . . . . . . . . . . . . . . 233
Kimberly Mitchell
Virtual Exhibit Design: The UX of Student BFA Design Shows
in Social VR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240
Laura Huisinga
Human Centered Service Design

Human Centered Service Design (HCSD): Why HCSD Needs
a Multi-level Architectural View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
Markus Warg and Ulrike Deetjen
xiv Contents
Analyzing Actor Engagement in Data-Driven Business Models

Innovation in the Context of Smart Cities by Creating a Common
Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
Babett Kühne and Michel Muschkiet
Fostering Human Centred Design in Public Service Development . . . . . 265
Stephan Raimer and Peter Weiß
Digital Service Innovation and Actor Engagement: A Multilevel
Design Perspective - Impacts from a Case Study of an Insurtech . . . . . 273
Peter Weiß, Anselm Kronibus, Fabian Riedel, and Roman Rittweger
HR-Management: Impacts from Service (Eco) Systems . . . . . . . . . . . . . 280
Markus Frosch, Markus Warg, and Maren Lange
Network Effects to Foster Service Innovation: An Empirical Analysis
of Actual Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292
Benjamin Gregersen and Andreas Zolnowski
Augmenting Service Capabilities in the Post-pandemic Era

Differences in Effect of Endorsement of Professional vs. Non-
professional YouTuber Through Credibility and Parasocial
Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
Hisashi Masuda, Spring H. Han, and Jungwoo Lee
Restaurant Reservation System: Allocating Customers with Space
Management Under the Impact of COVID-19 . . . . . . . . . . . . . . . . . . . . 311
Bingxin Du, Nariaki Nishino, Koji Kimita, and Kohei Sasaki
Empathy-Based CE Strategy to Tackle Complex Challenges . . . . . . . . . 320
Hiromi Iida, Kensaku Ishibashi, Akino Inoue, and Yuriko Sawatani
Education, Training, and Technology Facilitating

a Future Workforce
Exploring Disciplinary Technologies for Increased Accessibility
in the Civil Engineering and Construction Industry: Starting the
Conversation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
Cassandra McCall and Denise R. Simmons
Human-Technology Frontier: Measuring Student Performance-
Related Responses to Authentic Engineering Education Activities via
Physiological Sensing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338
Idalis Villanueva Alarcón, Edwin Marte Zorrilla, Jenefer Husman,
and Matthew Graham
Contents xv
Students Who Stand Out: Faculty Perspectives on the Competencies

that Define Outstanding Students Entering the Workforce . . . . . . . . . . 346
Madeline Polmear, Denise R. Simmons, Elizabeth Volpe,
and Danielle Weisenfeld
Service Design of Ward Nurse Station Based on
Kansei Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
Siwen Xie, Huifang Shang, and Chuanshun Wang
A Proposed Roadmap to Close the Gap Between Undergraduate
Education and STEM Employment Across Industry Sectors . . . . . . . . . 363
Yassi Moghaddam, Stephen Kwan, Louis Freund,
and Martha G. Russell
Artificial Intelligence Based Co-creation

Conceptualizing Artificial Intelligence-Based Service Ecosystems . . . . . . 377
Alfred Zimmermann, Rainer Schmidt, Kurt Sandkuhl, Dierk Jugel,
Christian Schweda, Michael Möhring, and Barbara Keller
5G Assisted Smart Manufacturing and Industrial Automation . . . . . . . 385
Abdellah Chehri and Alfred Zimmermann
Qualitative Reasoning for Service Interactions . . . . . . . . . . . . . . . . . . . . 394
Marco Aiello, Alidéou Prosper Ayégnon, and Oliver Jackson
Transfer of Service Research into Companies . . . . . . . . . . . . . . . . . . . . 400
Thomas Meiren, Michaela Friedrich, and Christian Schiller
Smart Tool Use in Knowledge Intensive Work Situations –
An Information Technology Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . 406
Katja Gutsche and Michael Weltin
Creating Value in Teams and Organizations

Robotic Baby Doll with Minimal Design for Interactive Doll Therapy
in Elderly Dementia Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
Nobuo Yamato, Hidenobu Sumioka, Masahiro Shiomi, Hiroshi Ishiguro,
and Youji Kohda
Value Creation in Aikido from a Service Perspective . . . . . . . . . . . . . . . 423
Makoto Saito, Youji Kohda, and Tsutomu Fujinami
Industry-Academia Research Collaborations in the Post-corona Era:
A Case Study of Remote Operations in a Japanese State-of-the-Art
Research Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429
Takashi Onoda and Yasunobu Ito
xvi Contents
Practices and Issues of Corporate Ethnographers: A Case Study

of a Corporate Laboratory of a Japanese Telecommunications
Service Provider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 436
Tomoko Oto and Yasunobu Ito
Brand Image Building of Intangible Cultural Heritage Wulo Based
on Service Design Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444
Huai Cao, Jihao Xu, Zining Liu, and Juanjuan Feng
Analyzing the Relationship Between Service Innovation and Customer
Value Co-creation Intention: The Case of Mobile Banking . . . . . . . . . . 456
Nu Dieu Khue Ngo, Youji Kohda, and Van-Nam Huynh
Creating Value in Communities, and Society

Co-enhancing Skills of Social Entrepreneurs: A Possible Application
of Mobile Social Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469
Karishma Zaman Katha, Youji Kohda, and Eunyoung Kim
Integrating Real-World and Virtual Experiences Through
eSports-Type ‘Cheering’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478
Hisayuki Kunigita and Youji Kohda
A Possibility of Value Co-creation in the Service Ecosystem of the Paid
Media in Japan: Focusing on Viewers’ Life Stories . . . . . . . . . . . . . . . . 485
Shuji Sudo and Yasunobu Ito
Service Design Based on Customer Value Classification in IoT Systems 493
Sadaaki Shinjo and Naoshi Uchihira
“As Normal” Co-created by Visiting Nurses and Patients:
Ethnographic Study on Visiting Nurse Station in Japan . . . . . . . . . . . . 503
Kagari Otani and Yasunobu Ito
Discovering Topics of Interest on Steam Community Using
an LDA Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 510
Yang Yu, Ba-Hung Nguyen, Fangyu Yu, and Van-Nam Huynh
Dialogue Tool for Value Creation in Digital Transformation:
Roadmapping for Machine Learning Applications . . . . . . . . . . . . . . . . . 518
Naoshi Uchihira
Author Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527

Re-Balancing Benefits in the Digital Age
The Human-Side of Service Engineering:
Advancing Technology’s Impact on Service
Innovation
Wojciech Cellary1(B) , Louis E. Freund2 , Stephen K. Kwan2 , Christine Leitner3 ,

and Jim Spohrer4
1 Poznan University of Economics and Business, Niepodleglosci 10, 61-875 Poznan, Poland
[email protected]
2 San José State University, 1 Washington Square, San José, CA 95192, USA
{louis.freund,stephen.kwan}@sjsu.edu
3 Centre for Economics and Public Administration Ltd., 111 Buckingham Palace Road, London
SW1W 0SR, UK
[email protected]
4 IBM, USA, IBM Research – Almaden, 650 Harry Road, San Jose, CA 95120, USA
[email protected]
Abstract. As advanced Information Technology (IT) drives changes in digital

service and service systems across industries, what are the implications for the
Human-Side of Service Engineering (HSSE)? This work updates previous HSSE
frameworks and extends the boundaries of Service Science, Management, Engi-
neering, and Design (SSMED). Newly included are HSSE areas related to deter-
minants of trust: standards, skills, public sector, privacy, and ethics. All of these are
types of shared information resources that influence trust between actors. These
updates are needed, as the impact of IT on service systems continues to expand,
and AI technologies successfully emulate more human capabilities. The purpose
of this paper is to consider possible future directions of HSSE using observations
and examples. The paper also presents a discussion of challenges to society and
its fundamental values coming from recent advances in AI.
Keywords: Service science · Service standardization · T-shape experience ·

Participatory governance · Privacy and ethics
1 Introduction
This paper provides an updated introduction to the area of study known as the Human-
Side of Service Engineering (HSSE). HSSE is the area within the broader field of ser-
vice science that focuses on the performance and accommodation of people as key
actors within service systems and emerging service innovations. Service innovations
include the results of inventing and adapting engineering technology, organizations, and
information systems to better support people’s needs, wants, and aspirations. In the
original HSSE paper [11], the service research foundations upon which our efforts are
© The Author(s), under exclusive license to Springer Nature Switzerland AG 2021

C. Leitner et al. (Eds.): AHFE 2021, LNNS 266, pp. 3–17, 2021.
https://doi.org/10.1007/978-3-030-80840-2_1
4 W. Cellary et al.
built were discussed, including Service Science, Management, Engineering, and Design
(SSMED) [27], Service-Dominant Logic [34–36], and a proposed framework for Service
Innovation [15].
HSSE is concerned with the human-centric issues encountered in designing, devel-
oping, and operating better service systems for our work and daily lives. It includes
topics ranging from ergonomics and human factors engineering to the determinants of
trust.
In Sect. 2, the original framework is summarized. Section 3 presents an extended
framework. Sections 4, 5, 6 and 7 discuss the proposed extensions related to standards,
skills, public sector and privacy, respectively. Section 8 provides summary and future
research directions.
2 Summary of Original Framework

2.1 Background
In [11], Freund and Spohrer proposed a framework for the factors contributing to the
Human-Side of Service Engineering consisting of seven interrelated concepts: Service,
Service Systems, Value Propositions, Modern Service Systems, Service System Entities,
Engineering, and Service Engineering. Figure 1 (developed for this paper) presents a
depiction of this Framework showing the interrelationships among these concepts.
As depicted in the lower right quadrant of Fig. 1, The Human-Side of Modern Service
Systems is an area of study within Modern Service Systems focusing on the people who
are providing services as well as the people being served by a service system, e.g.,
citizens, customers, entrepreneurs, employees, etc. The goal of this area of study is
to apply the principles of service science, human factors and the engineering methods
of ergonomics to make and scale diverse types of service systems that are efficient,
reliable, effective, and safe, at all times for all participants, as well as all others who
Fig. 1. Framework as described in [11]. Service Science portion of the diagram from [28]
The Human-Side of Service Engineering 5
may be impacted by the system. It focuses on preparing the customer in every way
to efficiently and safely receive services, as well as engineering service systems to be
adaptive and to safely deliver the services as intended and expected.
2.2 Designing Service Systems for the General Population
Attention to human capabilities and limitations is at the core of the Human-Side of

Service Engineering, and rigorous systems requirements analysis. To address this, ser-
vice engineering and service design take advantage of the science of ergonomics, which
focuses on the physical capacities, anthropometric features, and biomechanical aspects
of humans. For example, aircraft, buses, trams, and other transportation service systems
require seating that fits most people and properly designed ingress and egress passages
and procedures, for both routine and emergency operations.
Similarly, the domain of human factors ranges from the cognitive (mental workload,
memory, information processing, multitasking, etc.), perceptual, and communication
(controls, displays, haptics, augmented reality, and other technological interfaces) inter-
action capabilities to the performance impacts of environmental factors (such as lighting,
temperature, and noise) as well as social factors.
2.3 Designing to Serve Special Populations
Populations with special needs such as the elderly, children, people with disabilities,
pregnant women, people with allergies, gender identity, etc., give rise to human factors
design challenges for service engineers. For example, especially challenging are theme
parks, because their employees may wear costumes that limit visibility and hearing,
while their visitors are very diverse.
Accommodation means respecting the dignity of individuals while providing a real
and non-demeaning approach for access and engagement. In some major urban areas, for
example, some segments of the population may not be accommodated well by service
systems that are not designed to serve homeless people suffering from mental illnesses.
The Human-Side of Service Engineering is continuously challenged by the contex-
tual and dynamic nature of the capabilities, constraints, rights, and responsibilities of
persons with special needs.
2.4 Ensuring Safety and Protecting People

Ensuring safety and protecting people requires avoiding accidents and errors. For exam-
ple, ATMs available day or night from a street need cameras and proper lighting that
are necessary to protect customers and provide them with safety. Service systems such
as airports require security screening on entry to exclude weapons and explosives, fol-
lowed by specialized equipment and trained personnel to operate it. Shootings in schools,
places of worship, cinemas, commercial centers, etc. have increased awareness of the
threat of violence in service systems. New technologies such as smartphones, wearables,
car cameras, and internal house cameras are documenting incidents of violence as they
unfold, leading to rethinking approaches to safety in service systems.
6 W. Cellary et al.
2.5 Exceeding Individual and Organizational Goals

Humans play different roles daily within diverse organizations. Therefore, service engi-
neering must include the social and behavioral aspects of people as goal-driven indi-
viduals. For example, human resource professionals measure and try to enhance the
levels of employee engagement at work. Employees and students look for success, so
they improve, exceed, and advance according to measures of success. Gamification is
a technique aiming at the recognition of the hierarchy of needs, wants, and aspirations
of individuals in many social contexts and to help them to improve performance. The
Human-Side of Service Engineering includes maximizing enhanced healthy choices,
and minimizing unhealthy options, from vending machines at school to arrangement of
items on shopping websites. Even the household and family can be viewed through the
lens of the Human-Side of Service Engineering in encouraging healthy, smart, and wise
choices that achieve diverse goals.
2.6 Assuring Information Security and Privacy

Assuring security requires both protecting the systems and protecting the privacy of cus-
tomers and citizens. For example, mobile apps provide customers and service providers
with opportunities to interact more frequently but also have also opened the door for
nefarious practices that result in intrusions and lost data. Bad actors use the acquired
personal information of others for their own gain, from manipulating online behavior
to stealing assets and identity theft. The Human-Side of Service Engineering benefits
from advanced capabilities such as smartphones, apps, social media, but new challenges
arise as well. The General Data Protection Regulation (2016) in the European Union
is an essential step towards protecting and securing personal information and reducing
unintended usage of personal data.
2.7 Capability and Opportunity Enhancement

Modern service systems enhance the capabilities and opportunities of customers,
employees, and other stakeholders for value co-creation. For example, loyalty programs
allow customers to earn higher levels of service, as they consume more of an offering.
New AI technologies can augment human capabilities and enhance human performance
in certain areas, e.g., health care, where AI is applied in almost every field analyzing
massive data sets to discover new drug therapies, new treatment approaches, and new
strategies for operating delivery systems efficiently and effectively [1].
3 Extending the Framework of the Human Side of Service Systems

As described above, the original HSSE framework addressed issues related to the diver-
sity of populations and individuals. The extensions to that framework proposed in this
section address issues related to standards, talent and skills, participatory governance in
the public sector, and privacy and ethics in service systems. Figure 2 adds these elements
to the HSSE Framework presented in Fig. 1.
The extensions to the original framework are represented in Fig. 2 by the white boxed
elements. Each is discussed in detail in the following sections.
Fig. 2. Extended Framework as described in present paper. Service Science diagram from [28]
4 Extensions Related to Standards
Manufacturing industries – especially those operating on a global scale – use standards

extensively to facilitate cooperation between entities by composing value chains, and
benefit from the resultant economy of scale. Service providers have similar needs to use
standards. Unfortunately, the development and publishing of service standards lags far
behind the growth of the service economy. The service sector in the U.S. is estimated to
be 80% of the GDP in 2017 [32].
Weissinger and Kwan [37] found that most of service standards published by the
International Standards Organization (ISO) have been related to the back stage of ser-
vice provider’s operations (see Fig. 3) or processes related to production as enablers of
services [30]. The back stage received more attention since, historically, standards were
developed mostly for technical specification and interoperability of products.
Weissinger and Kwan [37] also noted that the challenges of standards develop-
ment for services at the front stage come from the frequent involvement of humans
in service delivery, as well as customer interaction as part of their service experience.
Despite those challenges, currently ISO, EU and national standardization organizations
(European Committee for Standardization (CEN), American National Standards Insti-
tute (ANSI), German Institute for Standardization (DIN)) are actively promoting stan-
dards for the service sector. For example, ISO/IEC had updated its Guide for Service
Standards Development ISO/IEC Guide 76 [16]. The Committee on Consumer Pol-
icy (COPOLCO) of ISO has also been active in promoting consumer-related standards
projects. Many service standards concerning quality, governance and management have
been developed to accompany product specification or performance standards. Many of
those, often referred to as horizontal standards, are closely related to service operations.
In their research, the authors (op. cit.) looked for correlation and synergy between
service science research and service standards development. They noted that the num-
ber of service science researchers increased as the service sector started to dominate
8 W. Cellary et al.
Fig. 3. Front and back stage of a service organization
in national economies. This led to a growing number of scientific publications that

impacted industry standards and public policy. The authors found, however, that one
of the fundamental concepts of service science: “service as value co-creation” had not
yet been adopted by developers of service standards. There were marginal references
to the concept of a customer’s value proposition. The authors found that for standard
developers a service is mostly understood as the unidirectional delivery of an intangible
good to a customer usually as part of a product. In the lexicon of Service-Dominant
Logic, such understanding is characteristic of goods-dominant logic as opposed to that
of Service-Dominant Logic (op. cit.).
In Fig. 4, a schema of cooperation and exchanges between service science researchers
(academic) and service standardization professionals (industry) is presented. Such coop-
eration would help establish a more solid foundation for service standards. For stan-
dardization professionals, a closer cooperation with service researchers could be of
benefit with the availability of a relatively consistent common theoretical framework
that could provide a bridge and common language between different sectors and areas
of service standardization. The adoption of service science concepts would permit the
needed move from goods-dominant logic to Service-Dominant Logic in service standards
development. Service-Dominant Logic would provide service standards with a Human-
Side framework for more customer-driven orientation and, as a result, alignment with
customer value expectations and needs fulfillment.
For service science researchers, involvement in service standardization processes
would provide a “real world test” of the applicability of theoretical concepts in the
service industry. Standards as a tool of knowledge dissemination and innovation, could
contribute to increases in the spread and influence of ideas, concepts and methods that
have originated in service science.
The observations and recommendations discussed above are becoming even more
relevant as AI applications are proliferating in both market-based and non-market-based
(such as public) services (see Sect. 6 below). As the technology matures, industry is
driving the development of pertinent standards. The ISO/IEC JTC1 SC 42 Artificial
Fig. 4. Exchange and closer cooperation
Intelligence [17] was formed in 2017 and there are now twenty-nine member nations
working on sixteen standards related to concepts and terminology, bias, trustworthiness,
framework, use cases, big data, governance and other matters.
5 Extensions Related to Customer’s Talents and Skills

There is a widely recognized need for new skills in the digital economy [5, 20], but it
remains unclear as to whether increasing the user’s skills, alone, will satisfy the immense
and growing potentials of AI in service system designs. Today, we easily can envision
a future where aspects of each human’s work, educational, and personal experiences
(including all skills) are continuously entwined with multiple service systems simulta-
neously, providing information to these systems and tailored guidance to the user for
each activity that he/she undertakes. Point-of-sale transaction terminals connected to
cloud-based processing ensure that myriads of retail and professional services can be
widely deployed with confidence in the security and validity of each transaction. Web-
based communication services, such as Skype, WhatsApp, Webex, Zoom, and others
have enabled new constructs for collaborations within and between organizations glob-
ally in real-time. Services aimed at transporting, enriching, or caring for individuals such
as car-on-demand, financial planning, medical diagnosis and treatment, education, and
travel planning and many others are now broadly tied to, and dependent on computing
and data storage technologies.
5.1 AI Maps with the T-Shape Representation of Experience

Service Systems designed and operated with the capabilities and limitations of the
humans they will be serving will be better able to support us, as individuals, if we allow
each system to learn more about us as we go about our daily professional lives, and
10 W. Cellary et al.
additionally share aspects of our personal lives that may, in turn, result in better service.
We may be able to establish a framework for this communication pathway by using the
T-shaped paradigm to represent an individual’s personal and professional achievement
and experience [6, 13, 29]. According to this model, the stem (or vertical part) of the
T reflects the depth of expertise a person has gained in a discipline or a system, while
the top (or crossbar) of the T reflects a person’s breadth of experience in disciplines,
responsibilities, cultures, organizations and other professional and personal broadening
experiences (Fig. 5). Further explorations of the horizontal bar/crossbar of the T-shaped
adaptive innovator continue to highlight the importance of a strong focus on the human
aspects of service system knowledge [7, 8].
Fig. 5. The T-Shaped representation of experience [21]
The T paradigm has been proposed to represent the current state of any person at any
point in their career path [12]. This paradigm defines the T-stem in terms of a person’s:
(1) Memberships, authorships, and recognitions. (2) Education, degrees and certifica-
tions. (3) Operations responsibilities and expertise. (4) Software/Device Proficiencies.
(5) Methods/Skills and Proficiencies. Conceivably, based on a person’s documented T
stem history to date, a service system supported by AI could configure and supplement
the expertise of that person for purposes of assuring that the system and the person are
optimally integrated.
The paradigm’s T-top represents an individual’s “breadth” of experience by the fol-

lowing categories: (1) Project management. (2) Organizational design. (3) Communica-
tions. (4) Critical thinking. (5) Teamwork. (6) Networking. (7) Empathy. (8) Perspective.
(9) Global understanding.
5.2 Enhancing the Human-Side the T-Shape Representation of Experience

People develop experience through both specialized and broad life experiences. Today
some of these experiences and outcomes are documented in platforms such as LinkedIn.
It seems likely that AI and the Human-Side of Service Systems could meet and exchange
information using the T-shape framework as a platform. As individuals advance their T-
shape, by completing degrees, taking on new organizational roles, traveling to a different
culture, or learning new software, the information could be passed to an AI module
supporting a service system that they are interacting with. The information would be
used by the AI to configure the interface for that person appropriately based on the record
of accomplishments and experiences registered in his or her T-shape. In other words,
an AI supported service system could conceivably modify the user’s system interface in
real-time for each different person based on his or her T-shape metric record.
Additionally, by “knowing” the T-shape metric records of a person, AI could be a
much more robust support for systems interaction. Instead of knowing only the person’s
past interactions with the system to propose guidance and support (as Amazon now
guides us based only on our past interactions with Amazon), AI access to something
akin to the T-shape metric would be able to assist and suggest to us in much more broader
contexts, based on what we do, where we have been, where we are planning to go, and
myriads of other ways. As we build out our T-shape profiles, the contributing elements
of expertise and experience would enable interfaced AI to configure our interactions
with service systems accordingly.
As these concepts evolve, the Human-Side of service systems works together with the
AI supporting the systems to produce an enhanced service experience. It is as though the
human, as reflected by his/her T-shape constructs is enhanced by the T-shape enhanced
service system.
6 Extensions Related to Participatory Governance in the Public

Sector
In the current century, digital platforms have changed the way service systems in the
public sector operate. They serve not only individual clients: citizens, enterprises and
administrative units, but also provide the general public with ‘public goods’ in the public
interest. Public administrations at all levels gather, process and deliver information of
different kinds and forms – detailed and statistical; numerical, textual and graphical; this
information is subsequently stored in databases and document repositories. Governments
and citizens are interrelated by a ‘social contract’ that includes the delivery of public
goods and is reflected in the rule of law, the protection of citizens’ rights and civil
liberties, legal certainty, political and economic stability, security, public order and the
provision of basic infrastructures. While the social contract is based on continuity, IT
is characterized by streams of breakthrough innovations followed often by disruptions

and discontinuity. This aspect of IT must be identified and managed, always putting the
objectives of the social contract and the citizen at the center.
In recent years, the spread of advanced IT and its applications on mass scale, such as
increased network throughput and availability, web services, cloud computing, mobile
apps, social media, and artificial intelligence stimulated deep changes within the public
sector. Evidenced-based policy-making and digital services are currently widely applied
in the public sector. New governance models have emerged, with a focus on citizen
participation (e.g. in participatory budgeting), ‘co-creation’, and ‘co-production’. The
Internet of Things (IoT) is driving Smart City development, while AI, machine learning,
automated systems, and robots are replacing routine processes (e.g. the granting of
building permits), taking over hazardous activities (e.g. the use of robots to clean up
hazardous waste) or forecasting (e.g. disaster management and pandemics prevention).
Therefore, public servants can focus on tasks that provide more value for citizens that are
focused on citizen interactions, while generating more high-quality jobs and increasing
job satisfaction among public sector employees. To this end, continuously upgrading the
T-shape experiences of the public workforce in both depth and breadth, as discussed in
the previous section, will be crucial.
Three main questions arise when considering the deployment of new technologies
in the public sector: (1) Engaging Citizens: How can governments best engage citizens
while addressing the challenges of the digital transformation of government? (2) Staying
Safe: How to ensure security, and mitigate cybercrime, disinformation, and civil unrest?
(3) Fair Distribution: How to ensure more equal distribution of benefits and costs? Each
question will be discussed below:
Engaging Citizens: Now, about two decades after the beginning of ‘e-government’ [18],
public administrations are going increasingly ‘digital by default’ or “digital first”. How-
ever, currently citizens require governments to be even more focused on the ‘human
side’ [22, 31] due to increasing awareness of the potential negative impacts of digital
technologies on individuals and society (for example, mass manipulation during elec-
tions). In democratic societies, citizens ask their government to fulfill the social contract
also throughout their offerings in digital services, security, the protection of citizens’
rights and the provision of public service offerings based on citizens’ needs (and wants).
Staying Safe: Cyberattacks by criminals against people and enterprises, and by local
or foreign state-sponsored actors in pursuit of a political agenda are a serious concern.
Cybersecurity risks to the critical infrastructure, which is already a major concern for
traditional networks, are likely to be amplified by the deployment of the IoT. Networks
serving private and government systems are expected to be populated with millions
of sensors and actuators, most of them quite small, with limited processing power, so
the systems will have reduced possibilities of 100% defense unless there are interfaces
permitting human monitoring and threat detection. The mass cyberattacks on critical
infrastructure and public institutions in Estonia in 2007 are now considered to be the
beginning of an era of the use of digital technology as a powerful and destructive weapon.
In recognition of the potentially catastrophic consequences of a cyberattack on crit-
ical infrastructure, such as power grids, communication networks, financial systems,
traffic systems, or – more recently during the COCID-19 pandemic – hospitals/health

care providers, governments of the world have started to work on improving the resilience
of these essential networks. However, open and interconnected societies are exposed to
a large variety of other types of attacks such as espionage, data theft, fraud, and the
targeted dissemination of disinformation via the electronic media.
Social cohesion is menaced when IT is used to increase tensions between different
segments of a society. The phenomenon of ‘filter bubbles’ in social media contributes to
this phenomenon. A ‘Filter bubble’ is a combination of user profiling and search algo-
rithms applied by digital media operators that may lock users into self-contained, self-
referential and self-reinforcing networks of like-minded participants where entrenched
views and positions are rehashed and reasserted [23]. Online discourse within ‘filter
bubbles’ becomes fragmented and constrained, so public online discourse becomes
no longer effective as an integrative, inclusive medium for public deliberation and
consensus-building.
Fair Distribution: When certain social groups bear a disproportionate share of the costs
and negative side effects of adopting a new breakthrough technology, the social contract
comes under additional strain. Forecasts of large reductions in the number of job positions
due to deployment of AI and robotics tend to accrue disproportionately to a small segment
of the population, but unsettle large parts of the population. The above remark is valid in
both a national and international context. All these undermine acceptance of the existing
social contract and renders citizens susceptible to populist agitation [19].
7 Extensions in Privacy and Ethics

In the current stage of development and deployment of IT, we observe the integration
of the physical world with the digital world giving birth to the cyber-physical world
[3]. Due to the combined effect of advances in hardware (data storage, processors),
software (virtualization, data analytics) and infrastructure (broadband capacity), data in
general, and personal data in particular, has become a storable and tradeable commodity
enabling companies to devise new business models and governments to re-design public
service offerings for businesses and citizens. However, collecting data through smart
devices connected via IoT platforms and human-operated platforms like e-commerce and
social media raises new questions related to privacy and ethics [38]. Personal networked
devices, whether they be baby monitors, fitness trackers, smartwatches, or medical alert
sensors for seniors, transfer sensitive personal information via their network connection.
Smart devices that monitor public spaces most likely are collecting information about
individuals without their knowledge or consent. More and more of these data and the
tools and infrastructure to process it in large quantities is concentrated in the hands of
ever fewer data repository and data analytics players.
In the cyber-physical world, after extracting new knowledge from collected big data,
AI is used to influence people either directly through the internet of people or indirectly
through the internet of things that surround people [33]. Today, stored data reflect not
only a person’s possessions, actions, and relationships with other people, but even their
wishes, intentions, and emotions. Data collected in real-time about a person may be
combined with those cumulated over a long time. Data collected for a particular reason
(with consent) may be re-used for a very different reason.
Finally, data describing a particular person may be processed in the context of data
describing different, but somehow similar persons, circumstances, and events [2]. Pre-
dicting human behavior in complex service systems is an important aspect of the Human-
Side of Service Engineering [10]. The availability of big data and AI tools opens great
opportunities to not only predict human behavior, but also to then attempt to influence
the future behavior of people [2]. Consequently, an important privacy and ethics issue
relevant to the Human Side of Service Engineering concerns the intentions of persons
and organizations that make such predictions. The potential good uses include providing
people with services that are personalized and well adapted to their needs, as well as
more effectively and quickly protect against hazards. The potential nefarious uses include
forming personalized restrictions of individual rights and the erosion of the foundations
of trust inherent in a democratic society [9].
In the future cyber-physical world inundated with data, the problem of people’s
privacy will become crucial [4, 24, 26]. It is generally agreed that private data should be
kept secured for at least four different reasons. (1) To reduce the possible distress caused
by the change in social relations: a person who has lost some aspect of his or her privacy
can consequently be subject to judgment by other people, hardly ever favorable. (2) To
reduce a person’s vulnerability to business-related attacks such as aggressive marketing,
refusing to enter certain contracts, or aggravating contractual provisions. (3) To minimize
the probability of criminal attacks. Private data is aggressively sought by cybercriminals
to target potential victims and to minimize their risk when planning a crime. (4) To
minimize vulnerability to identity theft. Identity theft has severe consequences for a
victim. It is tough to prove that decisions, such as bank transfers, were made by an
identity thief, instead of an actual bank client, when the credentials used in the transaction
appeared in all respects to be authentic.
Business, unsurprisingly, is interested in maximizing the profitable use of the per-
sonal data of its current and potential clients to reduce its risk of presenting unwanted
offers of goods and services. Such offers could both disturb customers and generate
costs that do not provide the business with profits. A business may use its customer’s
data to detect and forecast his/her possible needs and potential vulnerability to argu-
ments and suggestions to purchase its goods and services to meet those needs. This
ability for forming predictions is a kind of win-win situation in the business – customer
relationship.
In the European Union, the General Data Protection Regulation (GDPR) [14] restricts
collection and use of personal data to protect people from abuses. Personal data about a
person may be collected only for a clearly communicated purpose and only if that person
explicitly agrees. Any person may ask any business, governmental or non-governmental
unit operating in the EU about personal data collected that concern him/her, as well as
may require updating or the removal of that data. Personal data may only be retained for
as short a time as possible.
GDPR is in line with many scholars and policymakers who call for ensuring that
algorithms governing our lives are transparent, fair, and accountable [25].
8 Summary and Future Work

New information technologies strongly stimulate service innovation. As technologies
advance, so do rules, such as standards, policies, and laws. We discussed the growth of
service and AI-related standards that is driving the need for more mutually beneficial
collaboration between industry and service science research in academia. In addition,
we discussed how the advance of augmented systems will enable human system inter-
faces that are uniquely synergized with each person’s skills, knowledge, and abilities.
Formulation of systems interfaces for people based on models such as the T paradigm
will improve safety, efficiency, and satisfaction.
The Covid-19 pandemic has accelerated the shift to digital-first in government across
the globe to ensure resilient public services. As highlighted in Sect. 6, this transformation
calls for a strong focus on the Human Side in digital government solutions. Decision
makers are confronted with three key challenges. (1) Ensuring safety and security of all
citizens in the digital sphere. (2) Balancing costs and benefits for all. (3) Making sure
all citizens can exercise their democratic rights effectively and safely.
As technology continues to permeate all aspects of business and society, the need to
establish governance structures and regulatory frameworks increases accordingly. This
process should not be perceived as an impediment to innovation but as a precondition
to assure the legitimacy and acceptance of technology by society at large.
Advancing technological capabilities such as AI will become a two-edged sword
augmenting our ability to scale service to everyone, while also challenging personal
privacy as businesses and governments create better models of customers and citizens
to serve them better. Unfortunately, better model may also serve for better manipulation
of customers and citizens. Therefore, it is necessary to widely use the privacy-by design
approach. Responsible technology innovation will require people who can collaborate
across disciplines consistent with the T paradigm as well.
As our data and experience become enmeshed with our IT helpers, future research
directions of the HSSE community must include work on: new methodologies and tools,
service robots, and platforms and service ecosystems.
The study of human memory and creativity in the age of smart machines should be
made a priority. Increasing capabilities of individuals and families in the era of AI could
give rise to self-study methodologies and tools.
The deployment of service robots in businesses as well as in households is an impor-
tant HSSE topic. Designs for some service environments may try to make some robots
invisible, while other environments may require robots that are increasingly human-like.
The ability to transform a service robot to provide personalized service is an area for
future research. How might government service robots lead to new forms of computa-
tional democracy? How will service robots in transportation and logistics, in healthcare
and education, impact the quality of life?
The growing economic impact of platforms in all walks of life, most accessible
from smartphones that almost always in the position of an individual, create diverse
opportunities for HSSE studies. Digital marketplaces, circular economy, multi-sided
markets, government as a platform and more and more interactions that are made by our
AI agents on our behalf will lead to unexpected consequences that are fertile areas of
study for HSSE researchers and practitioners alike.
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New Ecosystem Based on Big Data for More
Digital Impact
Loris Schmid(B) and Christoph Glauser
IFAAR, Institute for Applied Argumentation Research, Marktgasse 55, 3011 Bern, Switzerland
{Schmid,Glauser}@ifaar.ch
Abstract. This article introduces a practical approach of managing a public- and

a business- market network of two B2B organisations and creates an independent
empirical overview in a newly drawn ecosystem for “digital impact” measures.
The results enabled the management to take solid data science based decisions.
Starting with an unstructured database, containing 14 years of customer relations
and 5 years of digital online interactions, various technological and statistical
methods like in a “popular census” are applied to draw an innovative ecosystem
of B2B customers which are actively interested in improving their own “digital
impact”. The results of the study allowed the stakeholders and the management to
fully restructure their B2B approach and to learn new priorities on how to rethink
their own contact activities. It has revealed that on the commercial business level
all kinds of Agencies, followed by food and nonfood, insurances and banks are
the most impact oriented industries. On the institutional level there are Federal
Governments, Universities and all sorts of Media among the most actively inter-
ested bodies, followed by various Consultants. Based on these results and having
visualized the data of the empirical research, the organizations call their ecosystem
now the “digital impact ecosystem”.
Keywords: Ecosystem · Business network · CRM · B2B · Digital impact
1 Introduction
This article describes an empirical approach and the final results of a study which was
conducted on behalf of an online market research company (B2B) who wants to know
more about their customers, their business network and their contacts. A recent overview
over the four main types of ecosystems – business, innovation, entrepreneurial, and
knowledge ecosystems has been previously described very broadly in literature [1].
The current empirical ecosystem combines aspects of these ecosystem types in an
empirically novel way. The company intends to 1) learn more about their own “digital
impact B2B market”. 2) The results should enable more focused decisions in marketing
their solutions in the future. 3) Finally the knowledge about the industries should be
extended by visualizing big data sources as for example extracts of the CRM data with
customer contacts and industry references as well as with first contact customers using
a tool, which provides real-time online market insights.
© The Author(s), under exclusive license to Springer Nature Switzerland AG 2021

C. Leitner et al. (Eds.): AHFE 2021, LNNS 266, pp. 18–26, 2021.
https://doi.org/10.1007/978-3-030-80840-2_2
New Ecosystem Based on Big Data for More Digital Impact 19
2 Definitions
There are four main directions of ecosystem development in literature. Scaringella and
Radziwon [1] provide a table of various definitions. The current work is an attempt to
mirror and visualize the theoretical bases with empirical data of a particular online B2B
market environment.
For instance, the present work is referring to the business ecosystem, for which Iansiti
and Levien [2] provide the following definition:
“Loose networks – of suppliers, distributors, outsourcing firms, makers of related

products or services, technology providers, and a host of other organizations –
affect, and are affected by, the creation and delivery of a company’s own offerings.
Like an individual species in a biological ecosystem, each member of a business
ecosystem ultimately shares the fate of the network as a whole, regardless of that
member’s apparent strength.”
The other main concepts are the innovation ecosystem, defined by Adner [3],
the entrepreneurial ecosystem, defined by Isenberg [4] and the knowledge ecosystem,
defined by Clarysse et al. [5].
As digitalization progresses, the measurement of digital impact grows more impor-
tant. This measuring of impact on the internet can only be achieved by cooperation of
the company, the agency providing the communication strategy and a provider of a mea-
surement tool. Therefore, the current work considers the loose network of these impact
oriented agents and displays the network in a private and an institutional ecosystem
representation. The method presented here, can be applied to other companies in order
to create their own visual display of a network.
3 Methodology
The process starts with systematic CRM data of the former 14 years. Every B2B contact
originating online is linked to a person representing its respective company or orga-
nization. The explicit goal of this study is to provide a valid and reliable graphical
representation of the user-, customer-, provider-, and even reseller-driven business net-
work, which should be ideally displayed in the form of an ecosystem. Following the logic
of the business network interconnections on the level of the ecosystem, it furthermore
should allow a ranking, showing the relevance and importance of the different industry
players to the company, with the explicit goal of supporting the management in their
strategic B2B marketing decisions. The study is grounded on the general assumption that
users contacting the company by digital applications or forms usually have various inter-
ests around digital impact and improving digital online performance. The ecosystem is
designed to combine in one single visual presentation three different contextual levels
of the ecosystem at the same time – environment (digital impact), network (industry)
and actors (users) [6].
The CRM database is offering a highly differentiated picture of B2B customer con-
tacts, which has grown during the past years by marketing and networking means. The
20 L. Schmid and C. Glauser
active involvement of end user accounts for almost half the basic data are used as user-
driven data in the empirical setup. Literature points to the fact, that especially for B2B
applications and cases, ecosystems have unfortunately not often been applied so far [7].
This may be due to the fact that B2B relations strongly relay on personal-, or benefited
business. Such individuals rarely share their unique market knowledge and views.
3.1 Research Design
In a first step all the CRM data with its industry references, attributes and characteristics
is analyzed and further regrouped into entire industry or branch features. The data is
already sorted according to the systematically collected features assigned to every entry
in the database. The most prominent distinction is driven by the data which divides
between contacts in the institutional market and contacts in the commercial market.
This ultimately leads to the two different ecosystems. Other features include the type,
scope, branch, and origin of the contacts as well as the relationships this B2B contact
has with the company.
Fig. 1. The Process illustration of the “population census” shows how to extract from raw CRM
data entries to categories containing classes. (color)
The process described in the following is illustrated in Fig. 1. In order to sort all
the entries and elements, the features out of the CRM are reevaluated and reassigned
respectively following this logic:
i) Once the correct assignment of features is finalized ii) the numbers of entries
for each feature are counted by use of queries on the database. Like in a “population
census” the different entries linked to a personnel contact are iii) categorized by the
number of entries per existing industry feature. The “population census” data is kept
in German and only the final ecosystem results are translated. Based on the industry
feature entries, larger categories are created by grouping industry features. To form the
category “Education” for example, the features “school” and “educational institution”
are bundled. By looking at the “census” results, every entry in a category is assigned
to one or multiple classes. For example, a B2B customer can be an Agency which is in
the advertising agency class and in the PR-agency class. One of the largest categories in
the institutional market is the category “Public Administration” which includes classes
like “Federal Governments (on Ministerial level)” and “Municipalities” or “cities”. The
assignment of entries is done in the following three steps. First, a query is made that
counts every entry of one or several features in the database. Thus all the entries of a
category are calculated. Second, the entries are sorted by name of the employer. This
gives the opportunity to assign similar entries to the same classes. Third, every entry is
assigned to one or several classes, which create for the respective class a count of one
per entry. Thus a company with 3 contact entries counts as 3 entries in the classes that
are assigned to the company. In the end, the number of entries per class is counted and
saved in order to weight the classes later.
After a first review of the findings by the scientists and the company, the categories
are finalized and the allocation of each B2B customer is clearly defined. Every category
is displayed in a bubble containing the respective classes represented by circles. Figure 2
shows an example of such a bubble. In this case it is the bubble of the “Agencies” category.
The bubble representation serves to group all the classes together in a category. The size
of the circles is given by their respective weight among their category. In order to weight
the classes, five intervals are set for each category. The class with the most entries
provides a guiding value for the upper end of the interval for the biggest circle, while
the class with the least entries provides a guiding value for the lower end of the interval
for the smallest circle. The intervals are constant for the respective categories.
Fig. 2. Bubble of the category “Agencies” containing circles of classes. The circles are sized
according to the number of B2B customer entries assigned to the corresponding classes. (color)
In the graphical representation of the ecosystem the circles are ordered in size accord-
ing to the interval in which the number of CRM-entries of the class belongs to the con-
sidered category. This gives an overview of which classes are most prominent in which
category. While marketing agencies are the most prominent class of agencies with 278
entries, recruitment agencies are only present with 18 entries.
The overall comparison of the classes is given by a ranking. Here the classes are sorted
into intervals over the whole ecosystem. The intervals are created in a similar manner
as before. This ranking then gives an overview of which classes are most prominent
over the whole ecosystem. As Nambisan et al. [8] are claiming: digital platforms and
ecosystems (DPE) are “affording new ways of internationalization, as facilitating new
ways of building knowledge and relationships, and as enabling new ways of creating
and delivering value to global B2B customers”.
4 Data Collection and Categorization

The population of B2B customers is 6’037 entries in the CRM system used by the com-
pany. The software is used by the company to collect contact and activity data of contact
persons since 2006. Contact persons include B2B customers, individual customer, sup-
pliers, consultants and resellers. The data collected includes the name and address of the
company, the position, phone number, e-mail address of the contact person as well as
any activities with the contact person itself. Activities can be offerings, orders, assign-
ments or e-mail communication, phone calls, meetings, workshops, data deliveries etc.
In 2015, the company has developed and launched a new online access tool where cus-
tomers can discover digital markets on their own behalf. Users have to register on the
tool and thereby, with their consent, also provide their name and e-mail address and their
position in their B2B firm to the CRM. From the 6’037 B2B entries, 2’042 contacts were
generated directly via online tool. Of the entries generated this way, 446 are linked with
the institutional market, while 1’596 are linked with the commercial market. In a process
similar to a population census, there were 1’042 B2B entries counted, which definitely
had to be assigned to the institutional market. The entries assigned to the commercial
market count 3’494 B2B entries. The total sum of B2B entries assigned to classes is
therefore 4’536.
Table 1. Sample excerpt of the spread sheet containing entries of the “Agencies” category taken
out of the “population census” data. (color)
Klasse Tech- Web- und Werbe-agenturen Grafik-agenturen PR Komm

Agenturen Digital-agenturen
Anzahl 75 188 213 86 265
Kreisgrösse 2 4 4 2 5
(1–5)
Agency A Agency A
Agency B Agency B
Agency B Agency B
Agency C Agency C
Agency D Agency D
Data reorganization of the B2B customers led to two ecosystems: One shows the
commercial, the other shows the institutional B2B market players. Table 1 displays a
sample of a table of the “population census” data which is taken out of the spread sheet
concerning the category “Agencies”. This table illustrates how the contact person entries
are assigned to classes and how the intervals are created. In respect of the agencies’
privacy the names of the agencies are anonymized by calling them Agency A, Agency
B, etc. The first row contains the names of classes such that every class has its column.
In the second row, the number of entries assigned to the respective class is counted and
the third row indicates the number linked to the interval in which the class is situated.
During the process of the “population census” every entry of a category is assigned to
one or several classes, as described in Sect. 3.1. Here this process is illustrated in the
way that the entry “Agency A” is assigned to the classes “Web- and Digital Agencies”
as well as ““PR/Communication (agencies)”. This gives both classes a count of 1. Every
row in the table refers to a single entry in the CRM database. If there are to contact
persons that are affiliated with the same agency, each contact gives the assigned class
a count of 1. Every class is transformed into a circle for the visual presentation in the
ecosystem. The size of the circle is then given by the number representing the interval
with 5 being the largest circle.
5 Results/Discussion
The following figures display the commercial- and institutional ecosystem with circles
as well as industry category bubbles.
Fig. 3. The Commercial Ecosystem visualizes the intra-category prevalence of classes. Categories
are represented by bubbles and classes by circles. (color)
While operational Figs. 3 and 4 allow a comparison of circles inside the respective
category, the rankings which are not shown here due to page limitations concentrate on
a comparison of circles over the whole ecosystem.
One of the most surprising findings: There are many smaller B2B customers made
visible, for example individual Consultants, which have had almost no priority before,
even though they secretly have become an important group for the company. The cus-
tomer segment of Media, especially TV customers, is a much bigger segment than
perceived by the management. On the other end of the ranking, health care and educa-
tional systems are typically rather “loud” and seemingly very important industries, but
have shown to occupy a much less powerful position than other industries. The findings
have led to decisions on how the offerings of the company can be combined much more
efficiently by focusing on relevant B2B industry players and customer circles which are
actively interested in having corporate “digital impact”. Among the discovered priority
industries, the most prominent are many different types of Agencies (Marketing, PR,
Advertising, and Web) followed by food & nonfood, insurances and banks. Among the
institutional B2B customer contacts, the ecosystem discovers rather surprisingly that
Federal Governments, Universities as well as Media of all kind and Consultants or Cor-
porate Associations are the most interested segments here. They need to assure digital
impact even on a legal bases (citizen-centricity) or “access for all” legal regulations by
the convention on the rights of persons with disabilities [9]. As Adner [3] describes in
the definition of the innovation ecosystem, it enables information technologies to better
understand the value-chain, to ease coordination, to focus on relevant industries and
develop a growth strategy for a range of important branches. As a result of the analysis
of these ecosystems, the company has started an internal organizational learning process
[10].
Fig. 4. The Institutional Ecosystem visualizes the intra-category prevalence of classes. Categories
are represented by bubbles and classes by circles. (color)
6 Conclusions
The empirical results of the scientific work displaying a new ecosystem retrieved from
largely unstructured data of a complex B2B-CRM system finally allows all the stakehold-
ers to discover, identify, visualize, prioritize and understand their new “digital impact
ecosystem”. These valuable results are widely taken up by the sales people, the manage-
ment and even the board of the company. Management realizes based on the ecosystem
of their existing business network, how the B2B customer landscape is structured and
how it can be addressed much more efficiently as an existing but newly discovered
market playground. The current work has developed a method on how to proceed from
B2B-CRM customer contact data to a graphical display of industry importance in the
form of an ecosystem.
The company has reorganized most of its B2B marketing activities considerably. The
developed method can be applied repeatedly to show the upcoming trends, emerging
markets, or even disappearing B2B players who are actively interested in digital impact.
As a Chinese saying tells us: “What is big today, can become small tomorrow and what
is small today, can become big tomorrow.” There is no better way than to display this in
an ecosystem. The results show an ecosystem which has delivered well known as well as
surprising results to the management of the company that offers fully digitalized market
research and a paid service for online market research based on scientific digital market
demand volumes via APIs.
In further research, it would be interesting to include even more of the CRM data in
order to display ecosystem concentrating for example on the actions taken. The weight
of a contact could be drawn from the activity intensity of the company with a specific
contact. Also, a reproduction of the study considering another company, perhaps in
another industry, would show if the presented method can be applied to any company.
References
1. Scaringella, L., Radziwon, A.: Innovation, entrepreneurial, knowledge, and business ecosys-
tems: old wine in new bottles? Technol. Forecast. Soc. Change 136, 59–87 (2018)
2. Iansiti, M., Levien, R.: Strategy as ecology. Harvard Bus. Rev. 82(3), 68–78 (2004)
3. Adner, R.: Match your innovation strategy to your innovation ecosystem. Harvard Bus. Rev.
84(4), 98 (2006)
4. Isenberg, D.J.: How to start an entrepreneurial revolution. Harvard Bus. Rev. 88(6), 40–50
(2010)
5. Clarysse, B., Wright, M., Bruneel, J., Mahajan, A.: Creating value in ecosystems: crossing the
chasm between knowledge and business ecosystems. Res. Policy 43(7), 1164–1176 (2014)
6. Möller, K., Halinen, A.: Managing business and innovation networks—from strategic nets to
business fields and ecosystems. Ind. Mark. Manag. 67, 5–22 (2017)
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(2019). https://doi.org/10.1007/s12525-019-00337-y
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international business theories. J. Int. Bus. Stud. 50(9), 1464–1486 (2019)
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Advances in the Human Side of Service Engineering:

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Advances in Human Factors, Business Management and

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More information about this series at http://www.springer.com/series/15179

Debra Satterﬁeld Clara Bassano

Advances in the Human Side

ISSN 2367-3370 ISSN 2367-3389 (electronic)

AHFE 2021 Series Editors

July 2021 Christine Leitner

Re-Balancing Beneﬁts in the Digital Age

Addressing Complexity in the Emerging Platform Society

Ecosystems Transformation for Social Change: How to Challenge

Enhancing Interdisciplinarity in Service Innovation

Resilient Design for Service-Oriented Value Creation

Impacts of Professional Education Measures on the Digital

Emerging Research Innovations in AI, User Experience

Human Centered Service Design

Analyzing Actor Engagement in Data-Driven Business Models

Augmenting Service Capabilities in the Post-pandemic Era

Education, Training, and Technology Facilitating

Students Who Stand Out: Faculty Perspectives on the Competencies

Artiﬁcial Intelligence Based Co-creation

Creating Value in Teams and Organizations

Practices and Issues of Corporate Ethnographers: A Case Study

Creating Value in Communities, and Society

Author Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527

Wojciech Cellary1(B) , Louis E. Freund2 , Stephen K. Kwan2 , Christine Leitner3 ,

Abstract. As advanced Information Technology (IT) drives changes in digital

Keywords: Service science · Service standardization · T-shape experience ·

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2021

2 Summary of Original Framework

2.2 Designing Service Systems for the General Population

Attention to human capabilities and limitations is at the core of the Human-Side of

2.3 Designing to Serve Special Populations

2.4 Ensuring Safety and Protecting People

2.5 Exceeding Individual and Organizational Goals

2.6 Assuring Information Security and Privacy

2.7 Capability and Opportunity Enhancement

3 Extending the Framework of the Human Side of Service Systems

4 Extensions Related to Standards

Manufacturing industries – especially those operating on a global scale – use standards

Fig. 3. Front and back stage of a service organization

in national economies. This led to a growing number of scientific publications that

Fig. 4. Exchange and closer cooperation

5 Extensions Related to Customer’s Talents and Skills

5.1 AI Maps with the T-Shape Representation of Experience

Fig. 5. The T-Shaped representation of experience [21]

The paradigm’s T-top represents an individual’s “breadth” of experience by the fol-

5.2 Enhancing the Human-Side the T-Shape Representation of Experience

6 Extensions Related to Participatory Governance in the Public

is characterized by streams of breakthrough innovations followed often by disruptions

traffic systems, or – more recently during the COCID-19 pandemic – hospitals/health