Transforming Leadership for Service Business

Table of Contents

Chapter 1: Introduction

1.1 Background

1.1.1 The increasing IT service market in the global economy

1.1.2 Service-oriented corporate transformation as a competitive strategy

1.1.3 Challenges for leaders in corporate transformation

1.2 Research objectives

1.3 Research questions

1.4 Research Methodology

1.5 Originality and significance of the research

1.6 Structure of the chapters

Chapter 2: Theoretical Review of Service Science and Leadership

2.1 Introduction

2.2 Emerging theories in service science

2.2.1 Service-dominant logic

2.2.2 Service field

2.2.3 Value co-creation with customers

2.3 General leadership theories

2.3.1 Definitions of leadership

2.3.2 Traditional leadership theories

2.3.3 Transactional and transformational leadership

2.3.5 The role of shared vision in leadership building

2.4 The contrast of leadership in goods- and service-dominant Logic

2.5 Summary and proposition: vision co-creation leadership for value co-creation business

Chapter 3: Case Study Design

3.1 Introduction

3.2 Two groups of companies for case studies

3.2.1 Chinese companies as fast-developing cases

3.2.2 Japanese multinational companies as well-developed cases

3.3 Attributes of the companies

3.4 Interview methods

3.5 Data collection and Analytic strategy

Chapter 4: Case Analysis and Discussion

4.1 Introduction

4.2 Chinese cases from Kingdee

4.2.1 Company A

4.2.2 Company B

4.3 Japanese Case Company – Company J

4.3.1 Profile of the company

4.3.2 The problems of building the shared vision

4.3.3 The actions taken to resolve these problems

4.3.4 The results

4.3.5 The process of building shared vision at a large department level

4.4 Summary

Chapter 5: Conclusions

5.1 Introduction

5.2 Answers to research questions

5.3 Theoretical implications

5.4 Practical implications

5.6 Suggestions for future research

Research Objectives and Themes

This study explores how the co-creation of a shared vision between leaders and employees influences leadership during the process of service-oriented corporate transformation, aiming to develop a model that helps leaders reconsider their focus and behavior in service-dominant business environments.

• Evolution of leadership theories from goods-dominant to service-dominant logic.
• Mechanisms of vision co-creation between leaders and employees.
• Challenges and solutions for leaders in transforming organizational culture.
• The impact of shared vision on employee self-motivation, commitment, and creativity.
• Methodological insights from case studies in the Chinese software and Japanese IT sectors.

Excerpt from the Book

Summary of Chapters

Chapter 1: Introduction: Introduces the shift toward service-dominant business models and the need for new leadership paradigms to foster shared visions with employees.

Chapter 2: Theoretical Review of Service Science and Leadership: Reviews literature on service-dominant logic and traditional leadership, proposing a framework for vision co-creation.

Chapter 3: Case Study Design: Outlines the qualitative methodology using case studies from Kingdee (China) and Japanese multinational companies.

Chapter 4: Case Analysis and Discussion: Analyzes the implementation of the vision co-creation process within the specific companies investigated.

Chapter 5: Conclusions: Synthesizes the findings regarding the effectiveness of vision co-creation and provides theoretical and practical implications for future management.

Keywords

Service-dominant logic, Vision co-creation, Shared vision, Leadership, Corporate transformation, Employee engagement, Self-motivation, Knowledge economy, Service science, Innovation, Collaboration, Organizational culture, Management 3.0, Value co-creation, Personal power.

Frequently Asked Questions

What is the core focus of this research?

The research focuses on the transition from traditional product-oriented leadership to a new pattern of "vision co-creation" essential for service-oriented corporate transformation.

What are the primary themes discussed?

Key themes include the shift from goods-dominant to service-dominant logic, the importance of fostering a peer-based organizational climate, and the role of shared vision in motivating employees.

What is the main research objective?

The objective is to identify fundamental changes in leadership required for service-oriented transformation and to build a "vision co-creation-based leadership model" for more effective management.

Which scientific methods are utilized?

The study employs a qualitative research methodology, specifically multiple case studies involving in-depth interviews with executives from Chinese and Japanese IT/software companies.

What does the main body cover?

It provides a theoretical review of service science, details the research design, performs a comparative analysis of case companies, and discusses the practical challenges and solutions in building a shared vision.

Which keywords characterize this work?

The work is characterized by terms such as Service-dominant logic, Vision co-creation, Shared vision, Leadership, and Corporate transformation.

How does "Beerbust" contribute to the company's transformation?

The "Beerbust" activity creates a relaxed, informal setting that fosters emotional connections and empathy among employees, which is vital for building a shared vision beyond formal working procedures.

What is the significance of the "Ba" concept mentioned in the study?

Based on Japanese culture, "Ba" serves as a specific context for knowledge sharing and creation, providing the energy and space necessary to enhance the vision co-creation process.