Everyone's familiar with manufacturing offshoring by now. But a different phenomenon will soon drive even more powerful changes: the globalization of services. Until now, it's been virtually impossible to get a clear picture of what's going on, where, and why. Where are the jobs going? Which companies benefit -- or could benefit? How, exactly, does services offshoring work? Who makes a good partner? What are the public policy implications? The Services Shift answers all these questions and more, offering powerful insights for managers, policymakers, and citizens alike. Two leading researchers reveal how services offshoring is working in both industries and individual companies, and show how to define and implement realistic services sourcing goals. You'll review the types of players involved in services offshoring, and understand its geographical centers, from China and India to Hungary, Russia, Morocco, Brazil, South Africa, and Mauritius. Drawing on detailed interviews with dozens of participants, the authors review the management skillsets associated with successful services offshoring. Next, they review policy initiatives in both developing and developed countries, and assess U.S. policy initiatives aimed at restricting offshoring. Next, they review policy initiatives in both developing and developed countries, and assess U.S. policy initiatives aimed at restricting offshoring. Finally, the authors preview emerging trends in services globalization.

The introductory chapter consists of four sections. In Sect. 1. 1 we reveal the c- rent situation in hospitals that is faced by the management. We address the general issue of personnel scheduling in the service industry in Sect. 1. 2. Then we motivate our research by considering physicians as the scheduling object. In particular, we show the complex nature of physician scheduling in a hospital environment. The focus of the research is presented in Sect. 1. 3. Finally, we conclude the chapter by illustrating the outline of the thesis. 1. 1 General Economic Situation in Hospitals The mounting pressure in the health care industry to reduce costs is forcing hos- tals and related facilities to take a closer look at their staf?ng policies (see [111]). A primary dif?culty in reducing personnel costs, the major component of the budget, is the variability in demand and the need to assign staff to ?xed shifts. Furthermore, government run facilities, especially those in the European Union, are seeing their budgets cut in terms of real dollars despite an aging and more acutely ill patient population (e. g. , see [96]). It has been reported that up to a third of the hospitals in Germanyplan a reductionin staff (see [91]). The schedulingprocess is furtherc- plicated by the generally recognized importance of taking individual preferences intoaccount. Moreattractiveschedulespromotejobsatisfaction,increaseproduct- ity,and reduceturnover(cf. [2]). However,withoutimprovedschedulingprocedures that better match supplyto demand,the level of care that theynow providewill soon become unsustainable. 1.

In Change by Design, Tim Brown, CEO of IDEO, the celebrated innovation and design firm, shows how the techniques and strategies of design belong at every level of business. Change by Design is not a book by designers for designers; this is a book for creative leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.

The father of "open innovation" is back with his most significant book yet. Henry Chesbrough’s acclaimed book Open Innovation described a new paradigm for management in the 21st century. Open Services Innovation offers a new approach that demonstrates how open innovation combined with a services approach to business is an effective and powerful way to grow and compete in our increasingly services-driven economy. Chesbrough shows how companies in any industry can make the critical shift from product- to service-centric thinking, from closed to open innovation where co-creating with customers enables sustainable business models that drive continuous value creation for customers. He maps out a strategic approach and proven framework that any individual, business unit, company, or industry can put to work for renewed growth and profits. The book includes guidance and compelling examples for small and large companies, services businesses, and emerging economies, as well as a path forward for the innovation industry. "Whether you are managing a product or a service, your business needs to become more open and more inclusive in order to be more innovative. Open Services Innovation will be an invaluable guide to intrepid managers who commit to making that journey." —GARY HAMEL, visiting professor, London Business School; director, Management Lab; and author, The Future of Management "I tore out page after page to share with my leaders. Chesbrough has pioneered an entire rethink of business innovation that’s rich in concept, deeply explained, with tools ready to use in every industry." —SCOTT COOK, founder and chairman of the executive committee, Intuit "Focusing on core competence often tempts managers to keep continuing what succeeded in the past. A far more important question is what capabilities are critical in the future, and Chesbrough shows how to ask and answer these issues." —CLAYTON CHRISTENSEN, Robert & Jane Cizik Professor of Business Administration, Harvard Business School, and author, The Innovator's Dilemma "To thrive, businesses will need to master the lessons of open service innovation. Here is their one-stop guidebook with important lessons clearly and compellingly presented." —JAMES C. SPOHRER, director, IBM University Programs World-Wide "Open Innovation pioneer Henry Chesbrough breaks new ground with Open Services Innovation, a persuasive argument for the power of co-creation in the world of services." —TOM KELLEY, general manager, IDEO, and author, The Ten Faces of Innovation, The Art of Innovation "With his trademark style of beautifully explained examples, Henry Chesbrough shows how open service innovation and new business models can help you escape this product commodity trap and bring you to the next level of competition." —ALEX OSTERWALDER, author, Business Model Generation "Open Services Innovation shows how a business can redefine itself as a service organisation and tap into faster growth through shared innovation." —SIR TERRY LEAHY, chief executive, Tesco "Chesbrough shows how innovating openly with a services mindset can make you a market leader." —CHARLENE LI, author, Open Leadership, and founder, Altimeter Group

Is software dead? Services like Google, Dropbox, Adobe Creative Cloud, or Social Media apps are all-pervasive in our digital media landscape. This marks the (re)emergence of the service paradigm that challenges traditional business and license models as well as modes of media creation and use. The short essays in this edited collection discuss how services shift the notion of software, the cultural technique of programming, conditions of labor as well as the ecology and politics of data and how they influence dispositifs of knowledge. This work was published by Saint Philip Street Press pursuant to a Creative Commons license permitting commercial use. All rights not granted by the work's license are retained by the author or authors.

The subprime crash of 2008 revealed a fragile, unjust, and unsustainable economy built on retail consumption, low-wage jobs, and fictitious capital. Economic crisis, finance capital, and global commodity chains transformed Southern California just as Latinxs and immigrants were turning California into a majority-nonwhite state. In Inland Shift, Juan D. De Lara uses the growth of Southern California’s logistics economy, which controls the movement of goods, to examine how modern capitalism was shaped by and helped to transform the region’s geographies of race and class. While logistics provided a roadmap for capital and the state to transform Southern California, it also created pockets of resistance among labor, community, and environmental groups who argued that commodity distribution exposed them to economic and environmental precarity.