Dr Moira Scerri is a Lecturer in Operations and Supply Chain Management, she conducts research and teaches in the areas of service value networks, supply chain management, digital platforms and technology within organisations and supply chains. Moira has professional experiences in strategy development and service operations across a range of service industries such as Travel and Tourism, Information Technology (Global Distribution Systems and Payment Processing) and International Education. She has been a team member on a number of research projects contributing in the areas of Digital Business (Australian Management Capability Survey funded by DIIS), Service Exports (Export Council of Australia) and the Implementation of Advanced Analytics in Emergency Departments in NSW Public Hospitals (funded by the Ministry of Health). Moira is published in a number of top tier journals which include Service Theory and Practice, Tourism Economics and Technology Forecasting and Social Change. She is also the recipient of a number research grants including Crypto-currency in Supply Chains (CBSI grant); Measuring the Arts (BRG grant); Social License to Operation (SLO) in the Sharing Economy (Trans-disciplinary Faculty grant); Measuring SLO in the Sharing Economy (BRG grant) and Remote Patient Monitoring (CBSI) and Impacts of Additive Manufacturing to the Surgical and Medical Device Supply Chain (APICS competitive grant).
Moira has also received a Teaching and Learning Grant for the development of Indigenous Case Studies in Operations and Supply Chain Management.
Moira has over 30 years Service Operations Management experience working across the travel and tourism, information technology, payment processing and education sectors. Her experience includes strategic planning and implementation of large industry and cross industry innovation projects. Moira worked with Viator during their start-up period and was responsible for developing Tourism New South Wales’ E-Business Strategy. Moira worked for Amadeus Australia managing their Moneydirect business unit. During this time she innovated payment processing in the Australian and New Zealand markets and secured international investments as well as the ultimate sale of the business to Amadeus Central and Sabre USA.
Can supervise: YES
- Productivity for Service and Network based firms
- Service value networks
- Supply chain management,
- Digital platforms
- Emerging technologies within organisations and supply chains
- Measuring SOL for the Sharing Economy
- Social License to Operate (SOL) for the Sharing Economy
- UTS Business School Research Grant - Measuring the Arts
- Industry focused Supply Chain Management Hub
- Digital platforms in the Australian Economy
- Transforming Health Care Pathways
- Impact of Additive Manufacturing on Surgical and Medical Device Supply Chain
Team member of Industry funded research projects:
- Australian Management Capability Survey funded by DIIS - (contribution Digital Business),
- Australia's Internation Business Survey 2017 funed by Export Council of Australia - (contribution Service Exports)
- Implementation of Advanced Analytics in Emergency Departments in NSW Public Hospitals funded by the Ministry of Health
- Business Literacy and the Future of Work
- Problem Solving, Creativity and Solution Setting
- Service and Network Productivity using Data Analytics
- Managing Quality within Organisations and Supply Chains
- Managing Operations within Supply Chains
- Indigenous Bachelor of Business Administration (Operations Management and Supply Chain Capstone)
- Executive Educartion programs
Crespo-Gonzalez, C, Benrimoj, SI, Scerri, M & Garcia-Cardenas, V 2020, 'Sustainability of innovations in healthcare: A systematic review and conceptual framework for professional pharmacy services', Research in Social and Administrative Pharmacy.View/Download from: UTS OPUS or Publisher's site
Architecture has been recognized for its supporting role in the enhancement of the physical assets of destinations, which play a leading role in drawing tourists who identify and associate destinations with these architectural landmarks. Whilst generating tourist expenditure is not the aim of most architects, many are increasingly aware that articulated and functional buildings become visitor attractions in their own right – an externality that requires valuing. However, the value assigned to iconic architecture is often restricted to the bricks and mortar construction, and the broader contributions a building can deliver to its stakeholders are largely ignored. This paper explores the capacity for architecture to attract tourists and effect direct tourism spend through the examination of five cases, each of which has attempted to estimate their economic value to tourism. The paper proposes a model for estimating the future value of iconic buildings, and tests its application to the University of Technology Sydney, Gehry-designed, Dr Chau Chak Wing building. The implications of the framework and future research are discussed.
Scerri, M & Agarwal, R 2018, 'Service Enterprise Productivity in Action: Measuring Service Productivity', Journal of Service Theory and Practice, vol. 28, no. 4.View/Download from: UTS OPUS or Publisher's site
Purpose – The purpose of this paper is to measure service productivity using the Service Enterprise Productivity in Action (SEPIA) model. The research operationalises only one of the five stakeholder groups, the customer interface which incorporates service complexity (SC), customer interactions, customer channel, customer loyalty (CL) (new) as inputs, and CL (referred and repeat) and willingness to pay as output measures.
Design/methodology/approach – The research extends our understanding of existing service productivity models with the development of the SEPIA model. Data were collected from 14 organisations operating in the Australian travel and tourism industry, which was analysed using a data envelopment analysis input oriented variable return to scale method as applied to the SEPIA model customer interface.
Findings – Four key findings from the research include: customer choice and their ability to pay is a determinant of service productivity; service productivity is a two stage process when measured; SC is not categorical; and quality business systems do impact service productivity.
Research limitations/implications – A limitation of this research is that only one (customer) of the five key stakeholders, customer, employee, manager, supplier and shareholder, was operationalised in this research paper.
Practical implications – The operationalisation of the SEPIA customer interface using transactional data and measuring non-financial, intangible factors of productivity provide managers with insights on what services to offer, when to invest in or promote the use of technology and whether to spend marketing effort on customer acquisition or customer retention.
Originality/value – The SEPIA model positions service firms within a social and service value network and provides a range of customer measures that extend the current capital (K), labour (L), energy (E), materials (M) and service (S), KLEMS measure of productivity and can be used to show the impa...
Agarwal, R, Scerri, M, Sajib, S & Selen, W 2014, 'Dynamic capability building through partnering: An Australian mobile handset case study', Journal of New Business Ideas and Trends, vol. 12, no. 1, pp. 27-41.View/Download from: UTS OPUS
Purpose –The purpose of this paper is to report on how collaboration in a service network of a major Telco, involving a key partner and its affiliate network, enables dynamic capability building for achieving services innovation. These capabilities are subsequently analysed for emerging trends and patterns of relationships, and later grouped into different constructs based on existing literature, to present a Dynamic Capability building-framework through partnering.
Design/methodology/approach – The method for this paper is a case study of a large Telco, including its distribution channels and franchised retail centres; and a key trading partner, TPartner, and its affiliated network. Interviews were conducted, transcribed, coded, and similarities in views by different participants were incorporated into emergent themes and patterns for analysis.
Findings – The paper finds that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness, and collaborative agility are all core dynamic capabilities that foster innovation in services. Second, collaboration enables firms to redefine their strategic and operational capabilities. Third, partnering allows managers to rethink, rearrange and reposition their sourcing strategies to better meet customer demand. Lastly, through partnering with customers and their ensuing engagement, managers are equipped with superior ability to anticipate discontinuity in customer preferences across channels, and through customer knowledge managers are able to meet future demand expediently.
Originality/value – This study advances our understanding of how organisations can build competence based on dynamic capabilities through collaboration in order to foster service innovation.
Scerri, M & Randhawa, K 2015, 'Service Innovation: A Review of the Literature' in Agarwal, R, Selen, W, Roos, G & Green, R (eds), The Handbook of Service Innovation, Springer, Germany, pp. 27-51.View/Download from: UTS OPUS or Publisher's site
Services are fast overtaking manufacturing to form a dominant proportion of the world economy. Service innovation is increasingly seen as a vector of sustainable growth and competitive advantage at the firm-, industry- and economy-level. Innovation started evolving as a key discipline of research over the twentieth century. Initially, innovation research was predominantly focused on science and technology and the new product development approach for commercializing ideas and inventions mainly in the manufacturing industry. With the increasing growth of services in today’s organizations and economy, the importance of understanding service innovation concepts and practices has been on the rise. Over the last two decades, researchers have hence been directing attention to innovation in the context of services. Today, service innovation has evolved into a vast field encompassing the study of intangible processes and dynamic interactions among technological and human systems that lead to managerial and organizational change in services. The literature on service innovation is expanding into a diverse and cross-disciplinary body of knowledge scattered across economics, marketing, organizational science, and management perspectives. The purpose of this chapter is to cut through this complexity and diversity in the streams of extant service innovation literature, and provide a holistic overview of the literature in this rapidly growing field. Organized across three broad themes: Overview of Service Innovation, The Dynamic and Systemic Process of Service Innovation, and Management of Service Innovation; this chapter presents a consolidated guide to the service innovation concepts and practices.
Scerri, M & Agarwal, R 2014, 'Service enterprise productivity in action (SEPIA)' in Emrouznejad, A & Cabanda, E (eds), International Series in Operations Research and Management Science, Springer, Berlin, pp. 93-114.View/Download from: UTS OPUS or Publisher's site
© Springer-Verlag Berlin Heidelberg 2014. Services [Service sectors include financial services (banking, insurance, securities, fund management), professional services (accounting, legal, engineering, architecture), health services, education services, environmental services, energy services, logistics, tourism, information technology, telecommunications, transport, distribution, standards and conformance, audio-visual, media, entertainment, cultural and other business services (Australian Services Round Table Memorandum of Understanding with Australia 2009)] are becoming increasingly important to the Australian economy and that of other developed and developing economies. Yet, evidence shows that as production moves from agriculture and manufacturing to service- and knowledge-based economies, productivity growth rates have declined. To date there are no clear indicators for quantifying productivity for service and network based firms. This raises the question: How can productivity be measured for service and network based firms? This chapter presents a systems view of productivity and is organized into five sections: Overview of productivity; Current measures of productivity using KLEMS; Existing Service Productivity Models; Service Enterprise Productivity in Action (SEPIA) model, and New Measures for Service Enterprise Productivity. The key contribution of this chapter involves the operationalisation of the SEPIA model and an illustration of the model through the use of an industry example.
Scerri, M 2013, 'Evolution of Production: Toward the Value Creation Cube' in Mukhopadhyay, C, Akhilesh, KB, Srinivasan, R, Gurtoo, A, Ramachandran, P, Iyer, P, Mathirajan, M & Subrahmanya, M (eds), Driving the Economy through Innovation and Entrepreneurship, Springer, India.
Scerri, M & Agarwal, R 2013, 'The Evolution of the Production Function: Transition to the Value Creation Cube' in Mukhopadhyay, C, Akhilesh, KB, Srinivasan, R, Gurtoo, A, Ramachandran, P, Iyer, P, Mathirajan, M & Subrahmanya, M (eds), Driving the Economy through Innovation and Entrepreneurship, Springer, India, pp. 561-572.
Scerri, M & Daniel, J 2013, 'Measuring supply chain integration from a technology perspective using Multi-Attribute Decision Making Model' in Frontiers of Business, Management and Economics An Interdisciplinary Collection of Managerial Research Findings and Breakthroughs, Universal-Publishers, USA, pp. 137-141.
Scerri, M & Agarwal, R 2017, 'Crypto-currency and supply chains – Is there a fit?', Production and Operations Management Society (POMS) 2017 International Conference, MGSM Sydney.View/Download from: UTS OPUS
Participating in global supply chains is becoming an imperative, yet remains a challenging endeavour for many businesses. In 2015 World Trade Organisations members exported merchandise to the value of US$16.2 trillion and commercial services US$4.68 trillion. Monetary policies in developed countries and exchange rate volatility impact the price of goods, firm performance and growth of international trade. One of the many risks for participating businesses in international business, especially for small to medium sized business, is foreign exchange risk generally managed through hedging and invoicing risks. In this context, invoicing currency strategy is an important factor for supply chains and is indicative of the level of economic risk and which parties bear risks in global supply chains. This research explores and compares management techniques for exchange rate exposure in the currency payment processes and though the use of different currencies when deploying block chain technology and crypto-currency. This draws on data on the invoicing practices of buyers and sellers in Australia which is analysed to determine exporters invoicing currency at an aggregate level by industry. Values of buyer currency, seller currency and vehicle currency are then compared with the potential for cryptocurrency to enable a single currency global trading environment, where monetary policy is not in the control of any one countries central governing body. The paper finds that Australian exporters will have new and optimal instruments at hand to limit the adverse impact of exchange rate volatility embedded in current payment processes which can be eliminated or more easily managed through the deployment of emerging solutions.
Agarwal, R & Scerri, M 2016, 'Service Complexity: A Determinant of Service Productivity', 14th ANZAM Operations, Supply Chain and Services Management Symposium titled “Making a difference in a changing world through collaboration, creativity and innovation, ANZAM Operations, Supply Chain and Services Management Symposium, Sydney.
Australia is a service – knowledge based
economy. The intangible nature of services
makes them difficult to quantify and therefore
measure. Customers are heterogeneous and
integral to the service delivery process. Firms
make decisions on whether to reduce or
accommodate customer variability and as in
doing so increase service complexity. The aim
of this research is to determine the effects of
service complexity on the efficiency of the
firm. Data Envelopment Analysis (DEA) is
used to measure the effects of service
complexity. The results show service
complexity can be mathematically derived and
used as a proxy to value co-ordination.
Scerri, M, Edwards, D & Foley, C 2016, 'The Economic Impact of Architecture to Tourism', The Chaning Landscapre of Tourism and Hospitality: The impact of emerging markets and emerging destinations, Council for Australasian University Tourism and Hospitality Education Annual Conference, Blue Mountains Hotel Management School, Sydney, pp. 436-457.View/Download from: UTS OPUS
Iconic architecture assists in the identification of a place, city or precinct. Structural, functional and aesthetic aspects of architecture, particularly those that represent unique features, attract tourists. The aim of this study is to explore the value of iconic buildings to tourism with particular focus on the recently opened University of Technology Sydney Business School’s Gehry designed Dr Chau Chak Wing (CCW) building. Five case studies which estimate the economic and social value of buildings to tourism are examined and the benefits transfer method is used to estimate the value of the CCW to tourism.
Agarwal, R, Selen, W, Sajib, S & Scerri, M 2013, 'Capability Building leading to Innovation in Service Value Networks Evidences from Industry Case Studies', SMART Conference 2013, LAA, ApicsAU and Interpoint Events, Sydney convention and Exhibition centre.
In order to succeed in highly competitive markets undergoing rapid technological advancement, professionals and academics have started to realise the importance of building dynamic capabilities. In the context of service companies, this is even more relevant as service firms are increasingly dependent delivering end to end services to their customers by integrating their core competence with other firms within a service value network. Thus, the necessity to investigate the dynamics of collaboration including partnering with their customers has implications for managers. As evident from literature as well as industry experience, collaboration offers unique opportunities to the partners when creating, designing and delivering new services. Value is co-created whilst attempting to combine, mobilise and realign complimentary resources and skills. This research paper intends to provide rich and practical insights about the dynamic capability building processes in the context of a service value network. Two case studies illustrate the dynamics of collaboration and value co-creation with customer being an intimate part of the delivery process. The first case is a telecommunications company supplying mobile handsets and the second delivers specialised emergency health care services in critical conditions. Semi structured interviews for the two case studies were conducted with key personnel belonging to partnering firms. These interviews demonstrate the dynamic capability building processes used to create value our notion of elevated service offerings. The results are derived through analysing the transcribed interviews using NVIVO software. Subsequently, limitations and managerial implications that can guide managers of service firms on how to create value through collaboration and service innovation is identified.
Agarwal, R, Selen, W, Sajib, S & Scerri, M 2013, 'Dynamic Capability Building through partnering: An Australian Mobile handset case Study', Managing on the Edge - 27th ANZAM Conference, Australian and New Zealand Academy of Management Conference, ANZAM, Hobart, Australia, pp. 1-18.View/Download from: UTS OPUS
Dynamic capabilities are increasingly seen as an organisational characteristic for innovation and are regarded as a source of competitive advantage. In a quest for sustainability, service organisations are partnering with their stakeholders, and subsequently are aptly bringing innovation in services to market. Most of existing empirical research regarding dynamic capabilities seeks to define and identify specific dynamic capabilities, as well as their organizational antecedents or effects. Yet, the extent to which the antecedents of success in particular dynamic capabilities, contribute to innovation in service organisations remains less researched. This study advances the understanding of such dynamic capability building process through effective collaboration, and highlights the detailed mechanisms and processes of capability building within a service value network framework to deliver innovation in services. Deploying a case study methodology, transcribing interviews with managers and staff from an Australian telco and its partnering organisations, results show that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness and collaborative agility are all core to fostering innovation in services. Practical implications of this research are significant, and that the impacts of collaboration and the dynamic capabilities mentioned above are discussed in the context of a mobile handset case study.
Scerri, M & Agarwal, R 2012, 'The Evolution of the Production Function: transition to the "Value Creation Cube"', International Conference on Technology Management (ICTM) 2012 conference, Driving the Economy through Innovation and Entrepreneurship: Emerging Agenda for Technology Management, Springer, Bangalore, India, pp. 605-616.View/Download from: UTS OPUS or Publisher's site
This paper is theoretical in nature and follows the evolution of production in the context of developed nations. We begin with the physical nature of industrial economies of the past, move to the service- and knowledge-based economies of the present, and incorporate the emerging creative industries where human creativity forms the basis on which value is created. Paralleled tothis isthe contributions of academic scholars whose theories and models have provided understanding and meaning at each of these evolutionary stages. The paper culminates with our contribution which recombines aspects of each of the models to form the Value Creation Cube framework. The Value Creation Cube framework represents the different perspectives of production, including the human elements of customers, suppliers, shareholders, employees and managers, whilst also provisioning for the technical components that enable the efficient communication and integration of each of the sub-components.
Scerri, M & Agarwal, R 2011, 'Redefining productivity for inter-firm operations and supply chain', The role of operations management in delivering business performance, ANZAM Operations, Supply Chain and Services Symposium, 2011 ANZAM Operation, Supply Chain and Services Symposium, Geelong, Victoria, pp. 383-401.View/Download from: UTS OPUS
Traditionally, productivity is defined as the measure of outputs produced for any given number of inputs. This measure seeks to establish a best practice indicator relative to the allocation of resources, be it labour, capital, available technology, cost of inputs, or scale of operations and is generally applied at a firm level. Further, firm level data are then often aggregated based on geography, industry or industry sub-sector and are used largely for comparative purposes and to measure changes in productivity over time
Scerri, M & Agarwal, R 2010, 'Yield management: Applicability to educational services sector', ICOSCM joint conference of the 4th International Conference of Operations and Supply Chain Management and the 15th Asia Pacific Decision Sciences Institute, ICOSCM joint conference of the 4th International Conference of Operations and Supply Chain Management and the 15th Asia Pacific Decision Sciences Institute, Supply Chain Management Research Centre, Hong Kong and Guangzhou, pp. 381-387.View/Download from: UTS OPUS
Yield management is credited with delivering increases in revenue of between five to seven percent for top tier airlines. Since that time, its application has been extended to other service sectors within the travel and tourism industry. However, its application in other service industries which have high fixed costs and little marginal cost for additional customers is still in its infancy or is yet to be explored.