Autore: Enzo Bivona

In the present economy a growing number of businesses, and in particular those operating in the service industry, are often able to be successful in the market arena on the basis of continuous investments in intangibles assets, rather than only in tangible resources. Tangible resources are those that are typically displayed on the balance sheet of a company such as machinery, buildings and inventory. On the contrary, intangibles refer to people and their experiences, business processes and routines, company reputations and image. Although intangibles assets may constitute the source of competitive advantage, businesses do not often understand their nature. In fact, it has been remarked in literature that managers do not know how organisation key-resources and related acquisition and depletion processes over time are likely to affect a success of a business strategy. This phenomenon may be due to a lack of methods and tools to use which would enable managers to analyse organisation intellectual capital stocks and organisational learning flows. In order to overcome such difficulties, a conceptual framework has been developed and proposed to a Telecom company to investigate – through the lens of the System Dynamics methodology – in particular, how human resources (temporary vs permanent workers) development policies in a Call Centers are likely to affect Customer Satisfaction Index and indirectly the overall company performance. Main key-issues underlying the feedback structure and the System Dynamics model are discussed in the paper, and most significant outcomes from scenarios analysis are commented.

Paper presentato: The 24th International Conference of The System Dynamics Society – July 23 – 27, 2006 – Nijmegen, The Netherlands

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