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The purpose of this article is to present a subsection circulatory management (SCM) model of Library 2.0. The design idea of Library 2.0 system architecture is to be illustrated and a five‐tier model of service‐oriented architecture (SOA) is to be put forward and analyzed.

The SOA model conforms to the desires of Library 2.0. Libraries require integration of literature resources, knowledge services and operations management and together all these integrations must be based on the user service. The realization of the concept and technology of Library 2.0 is similar with the SOA model.

Current library management systems (LMS) remain at the era of Library 1.0, which focused on literature management. The new design principles are aiming to manage library resources much better. Library 2.0 must break through the current framework, and adopt a multilayer structure, user‐centered and service‐oriented system architecture to integrate the resources, the services and managements. Amongst other things, Library 2.0 should utilize the multilayer architecture based on the module mode, improve the flexibility and adaptability of modern management systems, both in system configuration and operational management.

The SOA model is applied in Library 2.0 for the first time and is divided into five tiers – hardware tier, system tier, data tier, operation management tier and knowledge service tier. According to the architecture, three application systems – LMS based on librarians, knowledge service system based on patrons, and knowledge search engine, are designed.

This paper focuses on providing a conceptual model for facility management, which has seen sustained economic growth and market development in the past ten years and that it has been one of the more robust service sector employers. It notes that facility management needs to be more closely aligned to a management discipline to enable it to differentiate itself as it develops within the service sector. There are a number of market segments which are brought together by facility management operations: property, built environment, catering, cleaning, security and engineering services are but a few. In order to provide more coherence to the facility management sector, these activities would benefit from being placed within the context of a mainstream management discipline. This paper states that the lack of conceptual or theoretical management framework is perhaps in part the reason why facility management remains misunderstood in the general business sector.

Most Western countries are demonstrating a trend in the public and private sector away from traditional manufacturing operations. This has resulted in customer‐led pressure for Production/Operations Management teachers to give service operations equal time with manufacturing. Service industries have the same operating issues as manufacturing but for effective teaching two aspects must be considered. The first is the context of service operations and the second is those differences that do exist between manufacturing and services. A teaching strategy is proposed. This emphasises the use of service cases and examples to illustrate the application of operations management approaches; an understanding of the key contextual differences in the service environment; and the development of electives focusing on specific service features in operations management. Examples from undergraduate and postgraduate teaching are given.

“Service” became the buzzword of the 1980s. While numerous business school programmes have been progressive in research, publication and education in this area, service management in hospitality education has yet to receive the attention that it deserves. Offers a review of service management issues, discusses the reasons why an understanding of service management concepts is important to the hospitality student, and makes recommendations for how the service concepts can be grouped together to form the basis of a service management course in a hospitality curriculum.

The paper discusses the balance between values and economic efficiency in the public sector in comparison with the private sector. The argument is that the public sector, hence the public welfare service institutions, can learn much from the private service sector, hence the private service firms with regard to the relation to values, ethics, corporate social responsibility (CSR) and efficiency in order to improve the balance between values and efficiency in the public sector.

The paper discusses the concept of balance in relation to the development of the management of private service companies as a useful alternative to new public management (NPM). It discusses this with regard to three issues: the evolution of the management of private companies; what can the public sector, hence the public welfare institutions, learn from the evolution of management of private companies? How would it be possible for governments to work for an alternative to NPM, on the basis of the experiences of management of private companies, improving the balance between values and economic efficiency in the public sector?

It is argued that a deadlock in the development of efficiency management in the public sector, hence in the public welfare service institutions, is created. It is argued, furthermore, that this deadlock to a great extent, paradoxically, is created because of the focusing on NPM for almost two decades as the most important tool to develop efficiency management in the public sector. Finally, it is argued that the experiences in private companies regarding how to find a proper balance between values, ethics, CSR and economic efficiency can be very helpful in developing a strategy within the public sector to unlock the deadlock regarding the development of efficiency management. That is why the experiences of management of the private services companies can become a constructive alternative to the experiences of NPM in the public sector at the level of welfare institutions.

There would be potential for more research on CSR, business ethics and values‐driven management in relation to the public sector.

The paper offers new insight into the relation between values, CSR and management models in the private and in the public sector.

Informal settlements are frequently located in hazardous areas with a high risk of natural disasters. Upgrading informal settlements can be difficult due to the time and expense needed to complete the process. This chapter advocates using a management framework of public services in informal settlements. In doing so, it addresses 17 of the 17 UN sustainable development goals (SDGs). The study reviewed the literature to investigate current ways of managing environmental enterprises in informal settlements in South Africa. Thereafter, the challenges of managing public services were explored, and a conceptual framework for managing public services by social enterprises in such communities was developed. The chapter found that environmental enterprises are classified as ‘green spaces’ and infrastructure, water and sanitation services, energy systems, and recycling initiatives. Essential aspects of sustainable community-based facilities management (SCbFM) for managing public services are maintenance, governance, community project management, environment service delivery, service performance, governance, community project management, environment service delivery, service performance, well-being and health and safety, disaster management, and finance. Some of the problems of managing public services in informal settlements include the limited skills of managers, the focus of government on new projects rather than managing existing projects, not choosing the right indicators to measure service performance, and limited guidelines for the health and safety of managers and disaster management. Thus, a new conceptual framework was needed and developed based on the principles of social capital and capability for managing services in informal settlements in South Africa.

In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.

In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.

IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.

In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.

A small group of pioneering founders led the creation and early evolution of the service research field. Decades later, this article shares timeless service wisdom from ten of those pioneering founders.

Bowen and Fisk specified three criteria by which to identify a pioneering founder. In total, 11 founders met the criteria (Bateson, Berry, Bitner, Brown, Chase, Edvardsson, Grönroos, Gummesson, Parasuraman, Schneider and Zeithaml) and were invited to join Bowen and Fisk – founders that also met the criteria as coauthors. Ten founders then answered a set of questions regarding their careers as service scholars and the state of the field.

Insightful reflections were provided by each of the ten pioneering founders. In addition, based on their synthesis of the reflections, Bowen and Fisk developed nine wisdom themes for service researchers to consider and to possibly act upon.

The service research field is in its fifth decade. This article offers a unique way to learn directly from the pioneering founders about the still-relevant history of the field, the founders' lives and contributions as service scholars and the founders' hopes and concerns for the service research field.

In this paper we compare the quality management practices and quality results between Taiwanese manufacturing and service companies, based on a survey of 131 manufacturing and 109 service companies. The results presented here are focused on eight critical factors of quality management ‐ quality leadership, strategic quality planning, quality information and analysis, human resources management, quality assurance, supplier quality, customer orientation, quality citizenship ‐ and company quality results. The present study shows significant differences between manufacturing and service companies with manufacturing companies performing better in six critical dimensions of quality management as well as in quality results. Opportunities for improving quality management practices in Taiwanese service companies are identified.