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The purpose of this paper is to investigate the elements of lean concept and identify those principles which are applicable to service organizations, also, to compare the lean best practices with CMMI‐SVC v1.2 model goals and practices and find out the compatibility.

The capability maturity model integration (CMMI) for services (CMMI‐SVC v1.2) model, developed by Software Engineering Institute is a collection of best practices applicable to service operations. Lean concepts, on the other hand, originated from manufacturing but of late lean principles and best practices have been implemented in some services organizations. As lean concepts originated from manufacturing and CMMI‐SVC v1.2 from software industry, there could be some overlapping content and some differences and each may offer some distinct advantages. This paper is based on the review of the contemporary literature on lean concepts and CMMI‐SVC v1.2 model, including books, journal articles and handbooks. The authors involved a group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.2 practices.

The authors have defined a set of lean best practices which can be applied to service organizations. It is concluded that integration and harmonization of both lean and CMMI‐SVC v1.2 practices is possible and in many ways the practices are complementary. In the future, a unified model based on both lean and CMMI‐SVC v1.2 can be developed by combining the best practices of both.

This paper has reviewed the lean literature and grouped the lean best practices which are applicable to service organizations. It has compared the lean best practices with CMMI‐SVC v1.2 best practices. Little research has been done on comparison of lean best practices with CMMI‐SVC v1.2 model.

The purpose of this article is to present a unified model by combining lean and CMMI‐SVC best practices. The model would be very useful for CMMI‐SVC organizations that plan to implement lean best practices.

The paper is based on the review of the contemporary literature on lean concepts and the CMMI‐SVC v1.3 model, including books, journal articles and handbooks. A group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services were involved to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.3 practices.

The authors have presented a unified model by combining CMMI‐SVC v1.3 and lean best practices which can be applied to service organizations. In the future they would like to implement their unified model within IT service organizations to check its feasibility and effectiveness in real world. It would also provide an opportunity to explore the strengths and weaknesses of the unified model, based on which it can be further refined and matured.

The model has been designed in such a way that lean practices can be plugged‐in to CMMI‐SVC model process areas. By including lean practices to CMMI‐SVC model, the process improvement initiatives will be aligned with the business objectives. The unified model will be useful to the organizations that would like to implement lean concepts within the CMMI‐SVC framework.

The description of “blockchain banking”, the determination of “the sub-processes” of “blockchain banking” as a “business process”, and the assessment of “maturity level” in Parsian Bank.

Theoretical sources on “blockchain banking” were initially investigated. Then the “sub-processes” of “blockchain banking” as a “business process” were extracted by Parsian Bank's experts through the “Delphi method”. Next, the “sequence” of the “sub-processes” was determined by means of the “AHP”. Eventually, Parsian Bank's maturity levels for all the sub-processes as well as the overall maturity level were specified on the basis of the “CMMI” V1.3 in order for Business Process Management (BPM).

Blockchain banking’ combines traditional banking with cryptocurrencies, which can be provided by merging “hybrid e-wallet” with “bank account” and “bank card” – all together as “crypto bank account”. Plus, “hybrid e-wallet” is a form of mobile e-wallet on blockchain that supports both cryptocurrencies and traditional currencies in the same platform by which the purchase and sale of cryptocurrencies are possible. Besides, “Blockchain banking service” can also be offered within the framework of “open banking” aligned with “open innovation” through a FinTech (or a beta bank) in collaboration with a licensed bank via “open API”, which is called “blockchain banking based on FinTech”. At last, the eight sub-processes of “blockchain banking” were determined and Parsian Bank's “maturity level” was specified.

This is the very first practical guide to “blockchain banking service”.

The paper aims to develop a process model for implementation in a business school setting, by doing a thorough analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards relating to the learning and teaching area.

The process model is developed by adopting a three-step approach. The authors have presented an articulated procedure for the development of the process model.

The process model presented in this paper offers a systemic approach to process design and implementation in a business school environment. The process model was developed and applied over the course of systematic reviews in a business school setting by aligning with the requirements of AACSB accreditation standards belonging to the learning and teaching area.

The limitation of the present study is that the scope of the process model presented here is limited to the requirements of the AACSB standards belonging to the learning and teaching area only. The authors plan to develop process models for the other areas of AACSB standards in the near future.

It is hoped that this paper can bring a contribution to professionals as well as academics, in regards to development of process framework complying with the requirements of the AACSB standards. The process model presented in this paper comprises macro-level processes and the related activities. It will serve as a guide to develop processes in a business school setting.

The present study has attempted to present a process model complying with requirements of the AACSB standards belong to the learning and teaching area. The authors feel that developed process model can be used by the business schools that are planning to implement AACSB standards for accreditation or are interested in modifying their current processes following the requirements of the AACSB standards.

An area of information technology (IT) in organizations is required to manage resources efficiently. For this, IT certifications are adopted by companies and sought by professionals. However, these have many requirements and to identify which are paramount to the performance of their activities and/or are much more important to IT managers is not a trivial task. The purpose of this study is to identify how the processes of the Information Technology Infrastructure Library (ITIL) v3 and Control Objectives for Information and Related Technology (CobiT) 5 certifications are analyzed by IT managers. Regarding the knowledge of professionals about the processes, which are more important, less important or indifferent in the manager’s view.

A survey is carried out with IT managers using questions elaborated according to the Kano model in which the processes of the analyzed certifications are related to classify according to the proposed model.

Of the 64 analyzed processes, 20 CobiT processes and 13 ITIL processes were classified as must-be requirements. Another 17 CobiT processes and 9 ITIL processes were classified as one-dimensional and 5 ITIL processes are present in more than one relationship with CobiT processes and, depending on the relationship, they were classified as must-be or one-dimensional requirements.

It is concluded that this study contributes in the discussion of the importance of the ITIL and CobiT implementations and analyzes the relevance of ITIL and CobiT certification processes in the view of IT managers, providing useful information for the professionals in terms of prioritization of the processes expected by the managers.

The purpose of this study is to capture the perception of the IT support service practitioners regarding the applicability of the lean practices and prioritize them after analyzing the gaps with respect to current usage and importance from practitioners’ perspective.

It involved development of an instrument to capture the perceptions of the IT support service practitioners. The data collected was quantitatively analyzed by using statistical techniques and it involved testing of the hypotheses.

The study conducted a gap analysis on the perceived current usage of the lean practices versus the perceived ideal usages of the lean practices from practitioners’ perspective. The gap analysis report revealed that gaps of all practices are not same from the practitioners’ viewpoint. This gap analysis was useful for prioritizing of the practices and resource allocation.

This study was conducted in a relatively new domain, where mature empirically based studies are scarce. This study set out to determine the practitioners’ perception of the applicability of lean practices in IT support service organizations. It provides a sound basis for further research on lean implementation in IT support service area.

The purpose of this paper is to highlight the importance of Lean methodology through an exhaustive literature review, and its implications and application in the service industry right from its initiation in 1990s till date.

The paper summarises the evolution of Lean in services and has systematically classified the reviewed literature in four dimensions, namely time, publisher, region and content. Further under “time” dimension, the literature is classified into Pre-Lean era, Lean awareness era, Lean Exploration era and Lean implementation era. Under the “content” dimension, the categories include theoretical foundation, frameworks/models and application/case studies.

The analysis inferred; Lean is gaining roads in services, though the research is still at nascent stage. Lean is applicable in services though transfer of Lean manufacturing principles to services has certain limitations because of the characteristics of services. The need is to focus on process difference between services and manufacturing. Respect for people and employment engagement is critical to Lean in service. The authors identified the necessity to standardise the Lean service definition, principles, and tools and to develop guidelines for structured implementation in service industry.

Though multiple databases have been taken-up but that does not assume that the literature presented in this paper is by any means comprehensive. Development of a standard model/framework for Lean services is critical for future research. Rigorous industry-specific studies, specifically in developing nations are another area for future research. Future studies could analyse the impact of join applications and possible links between Lean service and other approaches like TQM, Six Sigma, etc., with an aim of process improvement.

This paper would serve as a resource for Lean practitioners as well as researchers as a fundamental platform, contributing to Lean body of knowledge.

Service industry has special significance to the society in large. Many services including governments, public interest services, non-profit organisations, healthcare, banking, consulting, etc., has a significant share across markets. Lean being a proven methodology for successful process improvements has to be looked at from a services perspective. This paper helps in such interest.

Publications reviewing the adoption of Lean in services is scarce in literature. This paper serves as an excellent resource for research on the subject and will facilitate academicians and practitioners to objectively understand Lean in service sector.

There is a research gap in the explanation of cyber incident response approaches in management to increase cyber maturity for small–medium-size enterprises (SMEs). Therefore, based on the literature analysis, the chapter aims to (1) provide cyber incident response characteristics, (2) show the importance for SMEs, (3) identify cyber incident response feasibility and causal factors, (4) provide scenarios for consideration to create an incident response plan (IRP), and (5) discuss the cyber incident response and managerial approaches in SMEs. The authors used content analysis of scientific and professional articles to develop the theoretical foundation of incident response approaches in management for SMEs. The authors start from the fundamentals to obtain knowledge and understanding of the latest threats and opportunities, and how to defend themselves using the limited capacity of resources might be the starting point to building an extensive incident response capability. Incident response capabilities and maturity levels vary widely between various organisations. There is no simple one-size-fits-all process for incident response; each case is unique and requires continuous refinement. Differentiation and adaptation to different types of SMEs are pivotal to developing cyber maturity and defining requirements that fit the market’s needs and are therefore more efficient in achieving the goal of increasing cyber security (CS) among business management. SMEs may not have a mature IRP, but at least one readiness indicator could lead to the preparation of a mature IRP. Implementation of the secure undertakings and information processes requires using modern information and communication technologies, incident response processes, and other modules that could enhance support for decision-making processes in management. The approach requires a systematic approach to issues related to constructing these solutions. The authors highlight that building efficient incident response approaches in management to improve cyber maturity will begin with infrastructure and people factors.

The purpose of this paper is to present research that was conducted with an objective to conceptualize and develop an instrument for the measurement of the perception of IT support service practitioners about the applicability of lean concepts in IT support services.

Scale items were identified from current literature and the survey instrument was used to collect data from IT support service practitioners. The constructs’ measurement models were tested and the scale was validated by using statistical tools.

The results of the study indicate that the operational measures developed here satisfy the criteria for unidimensionality, reliability and validity.

While selecting and excluding measurement items for the survey, the researchers have followed established principles of survey research; but it may have been affected by the personal bias of the author. The sample for the survey was drawn from IT support service companies located in India, thus the results are generalizable only to the extent that these businesses represent the population of all businesses. Another limitation is that no prior survey/case studies were carried out to collect IT service practitioner's perception about the applicability of lean practices.

This paper provides a new measurement instrument for measuring the applicability of lean practices in IT support service environment.

With the rise of digitization, IT organizations are challenged to provide efficient service delivery and offer innovative digital solutions while maintaining a constant resource capacity. To address this challenge, some IT organizations have adopted Lean Management (LM). Although LM is a standard production mode in manufacturing, it is less familiar to IT organizations. The purpose of this paper is to identify 12 lessons learned from companies who implemented LM in their IT organization (Lean IT) to free up their IT resource capacity from existing day-to-day operations so they could use it to enable their digitization strategy.

A case study of two major international companies from different industries. Data were collected from 25 structured interviews.

The lessons learned provide insights into how these companies implemented Lean IT, the potential outcomes they aimed for, what they did to achieve those outcomes, how they facilitated the implementation of Lean IT, and restrictions they encountered during the implementation.

The findings are based on a limited range of IT organizations.

The lessons learned inform those implementing Lean IT because they explain how companies have implemented Lean IT to facilitate digitization and the benefits and pitfalls they encountered. A comparison of Lean IT and Lean Production shows that LM is transferable to IT organizations if domain specific requirements are respected.

This paper reports the unique experience of companies implementing Lean IT, which can inform other companies in a similar situation.