Você está na página 1de 9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

DYNA

ServicesonDemand

PrintversionISSN00127353

Dynarev.fac.nac.minasvol.81no.186MedellnJuly/Aug.2014

Article
pdfinEnglish

http://dx.doi.org/10.15446/dyna.v81n186.37953

Articleinxmlformat

http://dx.doi.org/10.15446/dyna.v81n186.37953

Articlereferences

Servicequalitymanagementbasedonthe
applicationoftheITILstandard
Gestindelacalidaddeserviciosapoyadosenla
aplicacindelestndarITIL

Howtocitethisarticle
Automatictranslation
Sendthisarticlebyemail
Indicators
CitedbySciELO

HermenegildoGilGmeza,RalOltraBadenesb &WilsonAdarme
Jaimesc

Accessstatistics
Relatedlinks
Share

aDpto.deAdministracin,InstitutodeAutomticaeInformticaIndustrial

(ai2),UniversitatPolitcnicadeValenciaUPV,Espaa.hgil@ai2.upv.es
bUniversitatPolitcnicadeValncia(UPV)yUniversitatJaumeI,Espaa.
rauloltra@doe.upv.es
cDepartamentodeIndustrialUniversidadNacionaldeColombia.
wadarmej@unal.edu.co

More
More
Permalink

Received:April26th,2013.Receivedinrevisedform:February27th,2014.Accepted:June5th,2014

Abstract
Themodernworldhasledcompaniestobecomeincreasinglycompetitive,highlightingthecustomerasthecore
elementofcommercializationprocesses,andalsorecognizingtheneedtotreatallinternalactivitiesas
customersinthedeliveryofproducts/servicestofinalconsumers.Animportantelementtoensureanadequate
levelofcustomersatisfactionistheneedtoproperlymanagetherequiredservicesinsidebusinessprocesses,
wherethemanagementoftechnologyservicesbecomesanimperativeinalmosteverycompany.Thispaper
presentstheITILstandard,whichisaframeworkthatallowsthedeliveryoftechnologyservicestobeefficiently
managed,inordertoimproveinternalbusinessprocessesandobtainotherbenefitssuchasbetterinternal
communication.Afterthat,theuseofITILasaframeofreferenceforenhancingqualityisproposed,focused
notonlyonITbutonanytypeofserviceingeneral.
Keywords:ServicesInformationTechnology(IT)SystemsITILCustomer
Resumen
Elmundomodernohallevadoalasempresasasercadavezmscompetitivas,volviendoalclienteeleje
centraldelosprocesosdecomercializacin,peroevidenciandolanecesidaddetratartodaslasactividades
internascomoclientesparcialesenelprocesodeentregadelproductooservicioalosconsumidoresfinales.Un
elementonecesarioparaasegurarunadecuadoniveldesatisfaccinalosclientesradicaenlanecesidadde
gestionaradecuadamentelosserviciosrequeridosenlosprocesosempresariales,dondelagestindelos
serviciosdetecnologasevuelveunimperativoencasitodaslasempresas.Esteartculopresentaelestndar
ITIL,elcualesunmarcodereferenciaquepermiteadministrardemaneraeficientelaprestacindeservicios
detecnologa,decaraamejorarlosprocesosinternosdelasempresasyobtenerotrosbeneficios,como
potencializarlacomunicacininterna.Trasello,seproponeelusodeITILcomomarcodereferenciaparala
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

1/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

mejoradelacalidad,nosolocentradoenlasTI,sinodecualquiertipodeservicioengeneral.
Palabrasclave:ServiciosTecnologasdelaInformacin(TI)SistemasITILCliente.

1.Introduction
Inthecurrentenvironment,inwhichcompaniesmustseekmaximumcompetitiveness,servicesarebecoming
increasinglyimportantasameanstoprovidecustomervalueandcompetitiveadvantage.
Therefore,thequalityofserviceasperceivedbycustomers,andtheirevaluation,inordertoseekcontinual
improvementinastrategyofcontinuousqualityimprovement,isoneoftheprioritiesfororganizations.
Inthesearchforcompetitivenessandcustomervaluedelivery,managingdifferentareasoforganizationsrelies
heavilyoninformationtechnology(IT),whichisessentialtoproperlymanagethebusinessprocessesof
companies.
Itisforthisreasonthatineveryorganization,anITorganizationexists(eitherinternalorexternal)that
generatesandprovidesITservices.ThoseservicesareprovidedtoagroupofcustomersofthatITorganization,
agroupthatdemandsserviceswithvalue,andexpectstheirtimelydeliverywithquality.
Inthisexchange,therelationsandcommunicationsbetweentheITserviceproviderandITcustomersmustbe
channeledthroughasystemthatensurestheoptimizationoftheprocessesofservicedeliveryandsupportofIT.
Itisinthisenvironmentwherethedisciplineof"ITServiceManagement"appears.
Inthispaper,theauthorspresenttheITServiceManagementandITILstandardasaframeworkforthe
managementofalltheprocessesneededinthelifecycleofITservices.Theuseofthisframeworkensuresthat
theseITservicesandtheorganizationsthatprovidethemarealignedallthetimewiththebusinessprocesses
theysupport,andwiththeirobjectives.
However,thisisnotonlyapplicabletoITservicemanagementbuttoanytypeofserviceingeneral.Forthis
reason,theuseofITILgoodpracticescouldserveasareferenceframeforenhancingservicequality.

2.Stateoftheart
Inthesocietyofthe21stcentury,servicesthroughouttheentiresetofexchangeprocessesthatoccurbetween
thedifferentagentsthatmakeupthemarketareincreasinglycriticalandvital.Inthissense,thequalityof
serviceanditsassessmentaresomeoftheprioritiesthatorganizationsshouldconsiderinordertoadapttheir
management,andrespondeffectivelyandefficientlytothedemandsofthemarket.Thiscircumstancemakesit
necessaryforabetterunderstandingoftheconceptofqualityofservice,itsextentandtheimplicationsarising
fromstudyingit[1].
Qualityofservicereceivedastrongboostforitsapplicationinthemanagementoforganizationsfromthework
developedsincethemiddleofthe80'sbyParasuramanetal.[25].Theseauthorsproposedaconceptualmodel
whichdefinesqualityofserviceasaglobaljudgementconcerningitssuperiority,whichisobtainedfromthe
comparisonbetweentheexpectationsabouttheservicetobereceivedandtheperceptionsofperformanceof
theserviceproviderorganizations(paradigmunconfirmed).
TheseauthorsdevelopedameasuringinstrumentidentifiedasSERVQUAL(SERViceQUALity)foritsevaluation
[36].Specifically,assumingthemultidimensionalnatureoftheconstruct,theseauthorsproposethatservice
qualitycanbeestimatedfromfivedimensions,identifiedastangibleelements,reliability,responsiveness,
securityandempathy.
Furtherstudies[57]focusedresearchofqualityofserviceespeciallyontheattitudeoftheconsumertowards
theserviceprovided,i.e.fromanattitudethatisgeneratedfromtheperceptionoftheconsumerwithrespectto
theprovisionoftheservice.Thisfactallowsthequalityofservicetobestudiedfromaprominently
psychologicalapproach.
Qualityofservicehasbeendefinedbothfromanobjectiveapproachaswellasfromasubjectiveone.Whilethe
objectivequalityofservicerelatestofittingservicetothespecificationsdefinedbytheproviders[8],the
subjectivequalityofservicemovestowardstheclient,beingdefinedasa"globaljudgmentorattitude,relative
tothesuperiorityoftheservice"[3].
Mentzeretal.[9]focusonthelogisticsofqualityofserviceandidentifyitscriticalcomponentssuchasthe
amountofordersplaced,thequalityoftheinformation,theprocedure,accuracy,conditions,andqualityofthe
order,managementofdiscrepancieswiththeorder,punctualityandpersonalcontactquality.
Ontheotherhand,McDougallandLvesque[10]andBradyetal.[11]dealwiththesemorecomplex
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

2/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

classificationsbysimplifyingthecomponentsofthequalityofservicebasedontwodimensionsthetechnical
capacityorreliabilityandpersonalrelationship.
Intheliteratureofservicemarketing,qualityofservicehasbeenlinkedtosatisfaction.Customersatisfaction
hasbeendefinedasanattitude(loyalty),whichhasbeenlinkedwithbuyingbehaviour[12],aswellaswiththe
probabilitythattheconsumerreturnstotheestablishmentandprovidesgoodreferencesandpublicitytohis
acquaintances[13].
Differentstudieshavepointedouttheinfluenceoftechnologyonthecomponentsofthequalityofservice[14
16].Inparticular,ithasbeenobservedthatthehigherthelevelofprogressandtheadaptationofthe
technologytotheneedsoftheclient,thegreatertheefficiencyperceivedindistributionactivities[17].
Theconceptofserviceisconsideredindifferentareasoftheorganizationtorefertodifferentthings,suchas
marketing,operationsmanagement,softwareengineeringandinformationsystems[18].Forexample,inthe
disciplineofmarketing,servicesrefertotheprovisionofintangibleassetswhicharevaluedandtradedonthe
market.Insoftwareengineering,thistermdesignatesausefulabstractionfordeployingsoftwareforopen
environments,productivelyandscalably[19].InInformationSystemsthisconceptcanbefoundindifferent
contexts,eithertorefertoelectronicordigitalservices,ortotheinfrastructurelayeroforganizationsproviding
computingcapabilitiesthathelporganizationsachievetheirgoals[18].
Manyauthorsagreethatserviceshavebeenthecoreofeconomicactivityinrecentyears[2023].This
phenomenoncertainlyrequiresthesupportandconsiderationofInformationTechnologyandCommunications
(ICT)anditsevolutioninrecentyears.
Therecognitionofthegrowingimportanceofservicesintheworldtodayandtheinterdisciplinaryandcomplex
natureoftoday'sservicesledtotheemergenceofanewdiscipline:ServiceManagementScienceand
EngineeringSMSE[22].Thisnewresearchdisciplineaimstoaddressemergingissuesinserviceswithan
interdisciplinaryapproach,andisexpectedtogrowasameetingplaceandforumfordiscussionofissues
relatedtoservice,regardlessoftheoriginalfieldofstudyofresearchersandpractitioners[18].
Organizationsandbusinessesarechanging,largelyduetotheimpactofIT.Inparticular,theInternet,knownas
"thegreatvehicleofservice"[24],isalteringthewaystoprovideandmanageproductsandservices,andthe
relationshipsbetweenorganizationsandcustomers,whichisleadingtoaredefinitionoftheirvaluechains.
Intheservicefield,significantchangeshaveoccurredduetotherapidincreaseofcommunicationnetworksand
theInternet.ICToffersignificantopportunitiesforserviceinnovationincustomerserviceandefficiency
improvements.
Althoughtechnologytransformstheinteractionbetweenorganizationandcustomer,expectationsforthequality
ofservicereceivedareimmutable.Inmanycases,customersandemployeesarenotalwaysreceptivetowhat
technologyhastooffer,nordotheyrecognizeitsassociatedvalue.Selfhelptechnologies(selfhelp)allow
customerstogettheserviceindependentlyandparticipateintheprocessofacquiringgoods.Thechallengesof
introducingITtoprovideonlineservices(online)arealsoveryimportant[24].
TherapidevolutionofICTandebusinesshascreatedasituationinwhichservicescanevolveintheiraccess
strategy,andorganizationsseetheincreasedvalueofofferingservicesthroughtheInternet.Theseservices
throughInternetandotherITservicesarebasedontheknowledgeprovidedbyexpertsininformation
technologiesandsystems,whooffertheseservicestotheircustomers[25].
TheprocessofITservicedeliveryinvolvesdeepknowledgesharingbetweenserviceprovidersandcustomers.
Therefore,communicationbetweencustomersandITexpertsisacriticalcomponentofthequalityofIT
services.
However,inmanycases,duetolackofexpertiseinICTcustomers,ITserviceisoneoftheprofessional
servicesthatdemandhighcredibilitytherefore,itisnoteasyforcustomerstoevaluatethequalityofservice,
evenafterithasbeendelivered[26].
DifferentstudiesofITservicesidentifyqualityofserviceasacriticalfactorintheeffectivenessof
communicationandtrustbetweentheparties[27,28].
JiaandReich[29]conductedaninvestigationwhoseobjectivewastoreducethegapbetweentheperceptionsof
customerserviceandmanagementactions.InthisresearchtheyintroducedtheconceptofITserviceclimate
andasurveyinstrumentthatcanbeusedtoevaluateit.
JiaandReich[29]define"ITServiceClimate"asasharedperceptionofITemployees,practicesandbehaviours
intheworkplacethatsupporttheprovisionofITservicestobusinesscustomers.Theseauthorsshowthatthe
climateofserviceiscloselyrelatedtocustomersatisfactionandqualityofservice.
TherearethreemaincomponentsoftheITServiceClimate[29],asshowninTable1:
ServiceLeadership
ServiceVision
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

3/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

ServiceEvaluation

Theurgentneedtocreateanenablingenvironmenttoimproveservice,itsqualityandcustomersatisfactionis
pointedout.
FurthermoreLepmetsetal.[30]assesstheimpactofprocessimprovementinthequalityofITservicesby
performingaseriesofstudiesoftheITserviceindustry.
Fromabusinessperspective,theshifttoprocessorientedorganizations,thegrowingimportanceofbusiness
processescutacrosstheorganization,aswellastheincreasedfocusonthequalityofITservicesperceivedby
endusers,emphasizetheneedforinformationsystemstoprovideaneffectiveandversatilesupportfor
businessprocessesandtomeettheneedsoftheorganization[31,32].
ITservicesareincreasinglycomplex,theirregulatorylevelsareincreased,therearefrequentdeviationsintime
orcostsintheirlifecycle,therearecontinuoustechnologicaladvances,etc.allofwhichmakestheir
managementmorenecessarysotheycontinuetobeefficient,butatthesametimemorecomplex[33].
Iftheirmanagementiseffective,changesareachievedwhichproactivelyadapttothebusinessstrategy[41].

3.ITILstandardapplicationapproachonservicemanagement(SM)
InformationTechnologyServiceManagement(ITSM)dealswiththemanagementofITservicesthroughtheuse
andcoordinationofpeople,workflowsandinformationtechnology[34].Thesethreecomponentsarethecore
businessprocessesinITmanagement.
Businessprocessescanbeclassifiedas:strategicbusinessprocesses,mainbusinessprocessesandbusiness
supportprocesses.ITprocessesareincludedinthesupportprocesscategory,providingoutputsintermsofthe
business'requiredservices[34].
ITSMseekstosupporttheimplementationandmanagementofhighqualityITservices,andthisiscarriedout
byITserviceproviders.ITSMmainlydiffersfromtraditionalITmanagementwithregardtothefactthatitdoes
notfocusontechnologybutratherlooksatITanditsservicesfromabusinessperspective.
ThisarticleproposestheuseofthebestpracticesinITServiceManagementthroughtheITILstandard
(InformationTechnologyInfrastructureLibrary)forservicemanagement,notonlyofITservicesbutalsoofall
typesofservice.
ITIL"isaframeworkthatdescribesthebestpracticesforservicemanagementininformationtechnology"andit
hasanapproachbasedonasetofprocessesthataregroupedinfivephasesoftheservicelifecycle[35=39].
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

4/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

Infact,ITIListhemostusedstandardintheITSMenvironment[34].
Table2providesabriefdescriptionofITILcyclephasespresentedinitslatestversion(v3).

ITILoffersorganizationsasetofstrategiesforcontinuousprocessmonitoring,providinganorganizational
culturethatgeneratesgreaterbenefitsinservicequality[40].Thisapproachcanbeappliedtoanyorganization,
regardlessofsize,sectororservice.Theresultshouldbeareliable,safeandconsistentservicewiththe
expectedcosts[41].
However,eventhoughoriginallyITILisconceivedforservicemanagementonly,itisclearthatanyothertype
ofservice,eitherITornonIT,canobtainabenefitfromthefocusbyprocessesandfromthephasesand
processespresentedbyit.ItcanbearguedthatthefivephasesoftheITILlifecycle,whichareshowninTable
2(Strategy,Design,Transition,Operation,andContinuousImprovement),arecommoninanyservicetype,
whetherIT,Marketing,Logistics,Consultingoranyotherkindofservice.Accordingly,theuseofITILstandard
asareferenceframeforthemanagementofanyservicetypeisproposed.

4.TheServiceDesk:ThekeyinservicemanagementusingTIL
ServiceDeskisanITILfunctionlocatedintheserviceoperationphase.ServiceDeskis"themaincontactpoint
whenusersfaceaserviceinterruption,whenthereisarequest,orevenwhensomechangesarerequired.The
ServiceDeskprovidesacommunicationpointwithusers,andacoordinationpointforseveralITgroupsand
processes"[38].
TheimplementationofanappropriateServiceDeskiscrucialinorganizationsbecausemanycompanies
consideritasthefirststeptoachieveITSM[42].
ServiceDeskgeneratesthefollowingbenefits[38]:
Improvescustomerservice,perceptionandsatisfaction.
Increasesaccessibility,communicationandinformationthroughasinglecontactpoint.
Increasesqualityandresponsetimetocustomeroruserrequests.
Providesbetterteamworkandcommunication.
Increasesthefocusandproactiveapproachestoservicedelivery.
Reducesthenegativeimpactofbusiness.
Offersabettermanagementandcontrolofinfrastructure.
GivesabetteruseofITsupportresourcesandincreasedproductivityofbusinesspeople.
Improvestheinformationmanagementprocessandsupportsdecisionmaking.
Todothis,theServiceDeskmustassumesomeresponsibilities,suchasthefollowing:
Registerallrelevantincident/requestedservicedetails,assigningcodestoprioritizationand
categorization
Provideinvestigationanddiagnosis
Resolveincidents/customers'requests
Escalateincidents/servicerequeststhatcannotberesolvedwithintheagreeddeadlines
Keepusersinformedabouttheprocess'sprogress
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

5/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

Closeallresolvedincidents,requestsandothercalls
Applysurveysorcallstocustomers/userstoverifysatisfaction
Communicatewiththeusers,continuously,updatingthemabouttheprocess'sprogress,changes,
commitments,etc.
UpdatetheConfigurationManagementSystem(CMS)underthedirectionandapprovaloftheServiceDesk
management,ifitisagreed.
AServiceDeskhashelpedmanycompaniestoimprovetheirprocesses,anditsimplementationisahigh
priorityobjectivewhenanorganizationwantstofollowITILbestpractices.
Forthisreason,theauthorsproposethatinorderforanITornonITorganizationtobeabletointroducea
servicemanagementbasedontheITILstandard,oneofthecriticalpointswillbetheimplementationofa
ServiceDesk.
TheprimarybutnotonlyobjectiveofServiceDeskistoserveasacontactpointbetweenusersandservice
management.ThisrelationshipisdepictedinFig.1.

AServiceDeskisthecentralhubinthemanagementofincidentsandthereforeitis(moreorless)directly
relatedwithotherprocessessuchasproblemmanagementandchangeandconfigurationmanagement.Thus,a
suitableServiceDesk,andapropermanagementofit,willmanagetherelatedprocessesmoreefficiently.
Byhavingcentralizedandcontrolledinformation,itispossibletoextractcriticalinformationfromanyeventand
usetheknowledgeofpreviousincidents,creatingacontinuousimprovementdynamic.
Asaconsequence,anorganizationthatimplementsaServiceDeskbasedonITILwillgenerateanaddedvalue
inthefollowingaspects:
Efficientmaintenancemanagementofservicesbyimprovingtroubleshootingtimeresponseandthe
completionofclientrequests
Efficientrelationshipmanagementwiththecustomersandusers,andtheirsatisfaction
Efficientservicedeliverymanagement,fromthepointofviewofavailability,continuityandprocess
capability,aswellasimprovementofthechangingmanagementprocess
Thelatterallowsservicemanagerstoofferhigherservicequalitytocustomersand/orusers.

5.Conclusions
Thechangesinthewaycompaniesoffertheirproductsand/orservices,drivenbytechnologicalchanges,have
ledtotheneedofdevelopingnewprocessestoensurethepropermanagementofactivitieswithinfirms,aiming
toprovidethehighestpossiblecustomersatisfactionlevel.
ITservicesmustbemanagedproperlysincetheybringagoodnumberofbenefitsthatimprovebusinessesand
providehigherlevelsofcustomersatisfaction,whichleadstoimprovedcompanies'competitiveness.This
managementprocesscanbeefficientlydevelopedbyusingtheITILstandard,whichisoneofthemostwidely
usedframeworksforthispurpose.
ButtheITILapproachcanalsobeusedforanykindofservices,notonlyfortheITservicemanagement,its
originalobjective.Anytypeofservicecanbemanagedinfunctionofthefivephasesofthelifecycleproposed
byITIL(Strategy,Design,Transition,Operation,andContinuousImprovement).
Intheserviceprovision,itisimperativetohaveaServiceDesk,whichisanoutstandingmechanismthatallows
communicationbetweenusersandcoordinationpointsforgroupsandITprocesses.Therefore,itisvitalto
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

6/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

allocateresourcesfortheoperationofthisServiceDesk,duetoitsrelevanceinimprovingcommunicationand
theotherbenefitsthatitcangeneratefororganizations.

References
[1]Pascual,M.,Pascual,J.,Fras,M.D.andRosel,J.F.,Calidaddeservicioenlossupermercados:Una
propuestademedicin.Psicothema18,pp.661667,2006.[Links]
[2]Parasuraman,A.,Zeithaml,V.A.andBerry,L.L.,Aconceptualmodelofservicequalityanditsimplications
forfutureresearch.JournalofMarketing,49(4),pp.4150,1985.[Links]
[3]Parasuraman,A.,Zeithaml,V.A.andBerry,L.L.,SERVQUAL:Amultipleitemscaleformeasuring
consumerperceptionsofservicequality.JournalofRetailing,64(1),pp.1240,1998.[Links]
[4]Parasuraman,A.,Zeithaml,V.andBerry,L.,Calidadtotalenlagestindeservicio.Madrid:DazdeSantos,
1993.[Links]
[5]Parasuraman,A.,Zeithaml,V.A.andBerry,L.,Reassessmentofexpectationsasacomparisonstandardin
measuringservicequality:implicationsforfurtherresearch.JournalofMarketing,58(1),pp.111124,1994.
[Links]
[6]Coulthard,L.J.M.,Measuringservicequality.Areviewandcritiqueofresearchusing.InternationalJournal
ofMarketResearch,46(4),pp.479497,2004.[Links]
[7]Marzo,J,C.,MartnezTur,V.,Ramos,J.andPeir,J.,Lasatisfaccindelusuariodesdeelmodelodela
confirmacindeexpectativas.Respuestasaalgunosinterrogantes.Psicothema,14(4),pp.765770,2002.
[Links]
[8]Crosby,P.,Lacalidadnocuesta.Elartedecercionarsedelacalidad.CECSA,Mjico,1991.[Links]
[9]Mentzer,J.T.Flint,D.J.yHult,G.T.M.,Logisticsservicequalityasasegmentcustomizedprocess,Journal
ofMarketing,65(4),pp.82104,2001.[Links]
[10]McDougall,G.H.G.andLevesque,T.,Customersatisfactionwithservices:Puttingperceivedvalueintothe
equation,JournalofServicesMarketing,14,(5),pp.392410,2000.[Links]
[11]Brady,M.K.,Robertson,C.J.andCronin,J.J.,Managingbehavioralintentionsindiversecultural
environments:Aninvestigationofservicequality,servicevalue,andsatisfactionforAmericanandEcuadorian
fastfoodcustomers,JournalofInternationalMarketing,7(2),pp129149,2001.[Links]
[12]Griffin,J.,TheInternet'sexpandingroleinbuildingcustomerroyalty,DirectMarketing:GardenCity,59
(7),pp.5053,1996.[Links]
[13]Bowen,J.T.andShoemaker,S.,Loyalty:Astrategiccommitment,CornellHotelandRestaurant
AdministrationQuarterly,39(1),pp.1225,1998.[Links]
[14]Kaynama,S.A.,Black,C.I.,andKeesling,G.,ImpactoftheInternetoninternalservicequalityfactors:
Thetravelindustrycase,JournalofAppliedBusinessResearch,19(1),pp.13545,2003.[Links]
[15]Weijters,B.,Rangarajan,D.,Falk,T.andSchillewaert,N.,Determinantsandoutcomesofcustomers'use
ofselfservicetechnologyinaretailsetting,JournalofServiceResearch,10(1),pp.321,2007.[Links]
[16]Shamdasani,P.,Mukherjee,A.andMalhotra,N.,Antecedentsandconsequencesofservicequalityin
consumerevaluationofselfserviceinternettechnologies,ServiceIndustriesJournal,28(1),pp.117138,2008.
[Links]
[17]Wu,F.,Yeniyurt,S.,Kim,D.andCavusgil,S.T.,Theimpactofinformationtechnologyonsupplychain
capabilitiesandfirmperformance:Aresourcebasedview,IndustrialMarketingManagement,35(4),pp.493
504,2006.[Links]
[18]Cardoso,A.,Ferreira,I.,Carvalho,J..andSantos,L.,WhatService?,in:CruzCunha,M.M.,Varajo,J.,
Powell,P.,Martinho,R.(Eds.),EnterpriseInformationSystems,CommunicationsinComputerandInformation
Science.SpringerBerlinHeidelberg,2011pp.315324.[Links]
[19]Huhns,M.,andSingh,M.,ServiceOrientedComputing:KeyConceptsandPrinciples.IEEEInternet
Computing.9(1),pp.7581,2005.[Links]
[20]Bitner,M.J.andBrown,S.W.,Theserviceimperative.Business.Horizonts.51(1),pp.3946,2008.
[Links]
[21]Chesbrough,H.andSpohrer,J.,Aresearchmanifestoforservicesscience.CommunicationsoftheACM49
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

7/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

(7),pp.3540,2006.[Links]
[22]Spohrer,J.andMaglio,P.P.,Theemergenceofservicescience:Towardsystematicserviceinnovationsto
acceleratecocreationofvalue.ProductionOperationsManagement.1783),pp.238246,2008.[Links]
[23]Spohrer,J.,Maglio,P.P.,Bailey,J.andGruhl,D.,Stepstowardascienceofservicesystems.Computer,
40(1),pp.7177,2007.[Links]
[24]Hirschheim,R.,Offshoringandthenewworldorder.CommunicationsoftheACM52(11),pp.132135,
2009.[Links]
[25]Park,J.,Lee,J.,Lee,H.andTruex,D.,Exploringtheimpactofcommunicationeffectivenessonservice
quality,trustandrelationshipcommitmentinITservices.InternationalJournalofInformationManagement32
(5),pp.459468,2012.[Links]
[26]Sharma,N.andPatterson,P.G.,Theimpactofcommunicationeffectivenessandservicequalityon
relationshipcommitmentinconsumer,professionalservices.JournalofServiceMarketing,13(2),pp.151170,
1999.[Links]
[27]Carr,C.L.,Reciprocity:ThegoldenruleofISuserservicerelationshipqualityandcooperation.
CommunicationoftheACM,49(6),pp.7783,2006.[Links]
[28]Lee,J.N.,andKim,Y.G.,EffectofpartnershipqualityonISoutsourcingsuccess:Conceptualframework
andempiricalvalidation.JournalofManagementInformationSystems,15(4),pp.2962,1999.[Links]
[29]Jia,R.andReich,B.H.,ITServiceClimateAnessentialmanagerialtooltoimproveclientsatisfaction
withitservicequality.InformationSystemsManagement28(1),pp.174179,2011.[Links]
[30]Lepmets,M.,Ras,E.,andRenault,A.,Impactanalysisofprocessimprovementonitservicequality,in:
Snene,M.,Ralyt,J.,Morin,J.H.(Eds.),Exploringservicesscience,LecturenotesinBusinessInformation
Processing.SpringerBerlinHeidelberg,pp.227231,2011.[Links]
[31]Schlosser,F.,Wagner,H.T.,Beimborn,D.andWeitzel,T.,Theroleofinternalbusiness/ITalignmentand
ITgovernanceforservicequalityinIToutsourcingarrangements,in:201043rdHawaiiInternationalConference
onSystemSciences(HICSS).Presentedatthe201043rdHawaiiInternationalConferenceonSystemSciences
(HICSS),2010,pp.110.[Links]
[32]Longo,A.andBochicchio,M.,ModellingSLAscheckpointsalongmultipleservicechains,in:23rd
InternationalWorkshoponDatabaseandExpertSystemsApplications(DEXA).Presentedatthe201223rd
InternationalWorkshoponDatabaseandExpertSystemsApplications(DEXA),2012,pp.7377.[Links]
[33]Bauset,M.C.andRodenes,M.,Gestindelosserviciosdetecnologasdelainformacin:Modelodeaporte
devalorbasadoenITILeISO/IEC20000.ElProfesionaldelaInformacin.22(1),pp.5461,2013.
[Links]
[34]Hoerbst,A.,Hackl,W.O.,Blomer,R.andAmmenwerth,E.,ThestatusofITservicemanagementinhealth
careITILinselectedEuropeancountries.BMCMedicalInformaticsandDecissionMakers.11(1),76,2011.
[Links]
[35]CabinetOffice(a).ITILServiceStrategy.TSO(TheStationeryOffice).UnitedKingdom,2011.
[Links]
[36]CabinetOffice(b).ITILServiceDesign.TSO(TheStationeryOffice).UnitedKingdom,2011.[Links]
[37]CabinetOffice(c).ITILServiceTransition.TSO(TheStationeryOffice).UnitedKingdom,2011.
[Links]
[38]CabinetOffice(d).ITILServiceOperation.TSO(TheStationeryOffice).UnitedKingdom,2011.
[Links]
[39]CabinetOffice(e).ITILContinualServiceImprovement.TSO(TheStationeryOffice).UnitedKingdom,
2011.[Links]
[40]Barafort,B.,Renzo,B.Di.andOlivier,M.,BenefitsresultingfromthecombineduseofISO/IEC15504with
theInformationTechnologyInfrastructureLibrary(ITIL).4thInternationalConferenceProductFocus.Software.
ProcessImprovement.Heidelberg.Germany.SpringerBerlin.2002,pp.314325.[Links]
[41]Cando,NL.,Cruz,JD.andParedes,N.J.,Sistemaparalagestindeconfiguracionesycambios(ITILv3),
DisertacinparaelDepartamentodeAdministracinyDesarrollodeTecnologasdeInformacinyComunicacin
delaUniversidadCentraldelEcuador,Ecuador.[Links]
[42]Keller,A.andMidboe,T.,Implementingaservicedesk:Apractitioner'sperspective,in:Kiriha,Y.,
Granville,L.Z.,Medhi,D.,Tonouchi,T.,Kim,M.S.(Eds.),Proceedingsofthe2010IEEEIFIPNetworkOperations
http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

8/9

19/03/2015

DYNAServicequalitymanagementbasedontheapplicationoftheITILstandard

andManagementSymposium.IEE,NewYork,2010,pp.685696.[Links]

H.GilGmez,receivedtheBs.EnginTelecomunicationsin1997andthePhDdegreeinTelecomunications
Engineeringin2003,alloffthemfromtheUniversitatPolitcnicadeValncia(UPV)inSpain.Currently,heisa
FullProfessorintheBusinessAdministrationDepartmentatUPVandFullResearcherattheai2InstituteinUPV
(www.ai2.upv.es).Hisresearchinterestsinclude:Innovationatmultisectorialorganizations,Marketingand
customerbehaviorandIntegrationofInformationTechnologies(IT)inPublicandPrivateOrganizationswitha
specialinterestinLowCosttechnologyforHealth.
R.OltraBadenes,hasthePhDdegreeinIndustrialEngineering.Hehasbeenpartneranddirectorofoperations
atcompanies'ofinformationsystems(IS)consulting,andcurrentlyheisprofessorattheUniversitatPolitcnica
deValncia(UPV)andUniversitatJaumeI.Hehasparticipatedinresearchprojectsandhaspublishedinvarious
areasofISanIT.IsSpecialistdegreein"IntegrationofITinOrganizations"bytheUPV,andin"Business
Administration"and"BusinessManagementintheDigitalAge",bytheUniversidadPolitcnicadeMadrid.In
addition,heiscertifiedasITILExpertandISO20,000.Hisresearchinterestsinclude:InformationSystems,IT
ServiceManagement,Innovationatmultisectorialorganizations,andOperationsandLogistics.
W.AdarmeJaimes,receivedtheBs.EnginIndustrialEngineeringin1992,theMScdegreeinEngineering
logisticsin2007andthePhDdegreeinEngineeringIndustry/Organizationin2012.Currently,heisaFull
ProfessorintheIndustrialDepartmentatUniversidadNacionaldeColombiaandFullResearcherattheSEPRO
LOGISTICSGroup(www.seprologistica.unal.edu.co).Hisresearchinterestsinclude:LogisticsandSupplyChain
ManagemetinPublicandPrivateOrganizations.

2006,RevistaDYNA

UniversidadNacionaldeColombiaSedeMedellin
Calle59ANo6320
Bloque42
cenpubli@unalmed.edu.co

http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S001273532014000400006&lang=pt

9/9

Você também pode gostar