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Case Study on Applicability of Artificial Intelligence for IT Service Project Managers with Multi Value Systems in the Digital Transformation Era

机译:数字转型时代多价值体系中it Profirmence IT服务项目经理适用性的案例研究

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The lead author has in this decade been studying the processes of creating and transferring multinational IT service knowledge among the headquarters of a global IT Service firm in Japan and the firm's local subsidiaries in China and APAC regions. Key findings of the preceding studies are, (1) the average of Project Managers' skill level in China and APAC regions has already reached to the global average determined in the standardized PM skill assessment within the global firm. (2) IT service project managers' value systems are highly influenced by those of organization the PMs belong to, and the value systems vary not only by nations but also by industries. (3) To transfer knowledge from HQ to overseas subsidiaries in China and APAC regions, especially in the case that the knowledge to be transferred is extremely new and unfamiliar to the knowledge transferees (i.e., local PMs), it is better for the knowledge transferrers from HQs to consider the differences between the value systems of the transferrer and the transferee. In this paper, the author describes the case-studies with interviews of service project managers in the IT service, aerospace, and construction industries who could use or avoid AI to use for their own projects and have opinions on the AI technology for them. And the author's objective is to distinguish the applicable and non-applicable AI functions for professional service managers by evaluating the comments of the service project managers. Also, assuming similarity of the knowledge-creating process among project managers in a multinational environment to the process among human PMs and AIs, as the teaming with unfamiliar partners, the author introduced an extended SECI model to explain the needs for considering the sub-process to connect the major four processes in between "Ba", the knowledge creating field in the SECI model. And referring to the updated technological information, the author considers the possible further research.
机译:牵头作者在本十年中一直在研究日本全球IT服务公司的总部和中国当地子公司在中国和APAC地区的本地子公司之间创建和转移跨国IT服务知识的过程。前述研究的主要结果是(1)中国和APAC地区的项目经理技能水平的平均值已经达到全球公司标准化的PM技能评估中确定的全球平均水平。 (2)IT服务项目经理的价值系统受到PMS所属组织的影响,而且价值系统不仅根据国家而异,还因行业而异。 (3)从中国和APAC地区向海外子公司向海外子公司转移知识,特别是在转让的知识对于知识转移(即本地PMS)非常新的和不熟悉,它更适合知识转让人来自总部的,考虑转运者的价值系统与受让人之间的差异。在本文中,提交人介绍了在IT服务,航空航天和建筑行业的服务项目经理采访中介绍了案例研究,他们可以使用或避免AI为自己的项目使用,并对他们进行II技术进行意见。提交人的目标是通过评估服务项目经理的评论,区分专业服务经理的适用和不适用的AI职能。此外,假设在跨国环境中的项目经理中的知识创造过程的相似性,以人类PMS和AIS之间的过程,作为与不熟悉的合作伙伴的合作,提出了一个扩展的SECI模型来解释考虑子进程的需求连接“BA”之间的主要四个进程,SECI模型中的知识创建字段。提及更新的技术信息,提交人认为可能的进一步研究。

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