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In order to design integrated product-service offerings and implement servitization processes, manufacturers need practical and tangible methodologies. Service design has been suggested as a way to facilitate such processes. This paper assesses the results gathered from an experiment of the implementation of service design in six Basque manufacturers already undergoing servitization processes. Data was collected by means of participatory observation and semi-structured interviews. The findings suggest that service design allows manufacturers to go beyond product-oriented mindsets and to design integrated product-service value propositions through focusing on the experience offered to customers. Moreover, it concludes that service design can be applied without needing to fully transition towards services as a core offer. Nonetheless, manufacturers participating in this experiment highlighted the need to consider business competencies in service design in order to properly assess and manage all the change elements inherent to servitization. [ABSTRACT FROM AUTHOR]

In this paper, the staffing policies of some leading consulting firms in Spain are analyzed to identify the factors that characterize them, as well as similarities and differences among them. The case study method is used for this analysis, and three case studies are considered: Accenture, IBM and Company Z. The results suggest that the professional partnership model and the managed professional business model are still relevant but are insufficient in explaining the various policies. Five factors are identified in addition to major trends. [ABSTRACT FROM AUTHOR]

There are a growing number of social enterprises in Spain. Like any other organization, they must be managed efficiently. However, few studies have analyzed the direction of this type of business and, to a lesser extent, how they manage their human resources. This paper focuses on how Spanish social enterprises manage their human resources by using a case study methodology. The results confirm that social companies do follow human resources practices but, due to the strong social component that moves and attracts workers to contribute to their missions, these practices differ from those made by non social enterprises. Therefore, it is necessary to prevent the escape of talent from social companies by applying ethical and social responsible human resources practices, and by managing volunteers in accordance with their social characteristics. [ABSTRACT FROM AUTHOR]