1,721,159 research outputs found
Organisational transformation towards servitization
Full text linkPurpose: The aim of this paper is to develop a model, which illuminates the transformation journey towards servitization in the manufacturing context. Design/Methodology/Approach: This is a theoretical paper based on extensive review of literature on organisation change and transformation, and servitization. This was followed by a series of structured engagement workshops with senior executives of 10 multinational manufacturers in order to synthesis the propositions and further inform the development of the framework. Findings: Our analysis demonstrates that the organisational transformation can be explained as four stages of development, which the manufacturers proceed through according to the impacts of five forces. Originality/Value: Previous studies on servitization succeed at identifying different stages towards servitization. However, the stages are loosely defined and struggled to demonstrate the relevant transformation pathways. This paper has, therefore, addressed this issue
Servitization transformation:drivers, benefit and barriers
Full text linkThe study described in this paper has set out to build the evidence base underpinning servitization transformation. We applied a Delphi research methodology from 33 senior executives, in 28 different sized organisations, from a cross section of British industry. Our findings focus on servitization: (1) drivers, (2) benefit (3) barriers. The four findings are presented to contribute to our understanding of the transformation processes that manufacturers to compete through servitization
Gamification:using gaming mechanics to promote a business
Full text linkThe use of digital games and gamification has demonstrable potential to improve many aspects of how businesses provide training to staff, operate, and communicate with consumers. However, a need still exists for the benefits and potential of adopting games and gamification be effectively communicated to decision-makers across sectors. This article provides a structured review of existing literature on the use of games in the business sector, seeking to consolidate findings to address research questions regarding their perception, proven efficacy, and identify key areas for future work. The findings consolidate evidence showing serious games can have a positive and valuable impact in multiple areas of a business, including training, decision-support, and consumer outreach. They also highlight the challenges and pitfalls of applying serious games and gamification principles within a business context, and discuss the implications of development and evaluation methodologies on the success of a game-based solution
Gamification for servitization
Full text linkThe study described in this paper has set out to explore gamification from a servitization perspective to understand the opportunities and research challenges. A systematic literature review has been conducted to capture key characteristics of differing forms of gamification processes in a servitization context. The findings of our study focus on two area: (1) structural, organization’s physical bricksand-mortar attribute and (2) infrastructural, policies and practices in how structural aspects of servitization are to be managed. Six key findings are presented and collectively these contribute to our understanding of the broader gamification technologies that can help to transform servitization. The contribution of our research is twofold. First it captures a set of theoretical framework for analysing gamification in servitization context. Second, it provide an in-depth roadmap in how gamification can be applied to target major challenges in servitization
Identifying (territorial) tensions in the servitization value chain
Full text linkPurpose: To understand the tensions that servitization activities create between actors within networks. Design/methodology/approach: Interviews were conducted with manufacturers, intermediaries and customers across a range of industrial sectors. Findings: Tensions relating to two key sets of capabilities are identified: in developing or acquiring (i) operant technical expertise and (ii) operand service infrastructure. The former tension concerns whom knowledge is co-created with and where expertise resides. The latter involves a territorial investment component; firms developing strategies to acquire greater access to, or ownership of, infrastructures closer to customers. Developing and acquiring these capabilities is a strategic decision on the part of managers of servitizing firms, in order to gain recognized power and control in a particular territory. Originality/value: This paper explores how firms’ servitization activities involve value appropriation (from the rest of the network), contrasting with the narrative norm for servitization: that it creates additional value. There is a need to understand the tensions that servitization activities create within networks. Some firms may be able to improve servitization performance through co-operation rather than competition, generating co-opetitive relationships. Others may need to become much more aggressive, if they are to take a greater share of the ‘value’ from the value chain
Exploring operational challenges for servitization: an European survey
No full textPurpose: The purpose of this paper is to describe the priority of the management challenges managers and leaders in service businesses have faced during the servitization journey. The paper builds upon the work presented by West, Schmitt and Siepen (2014), West and Gaiardelli (2017) and West and Gaiardelli (2016). This is an initial study with the aim to identify some common themes and trends within the firms and highlight new areas for research.
Design/Methodology/Approach: The paper is based on the results of a survey conducted with over 100 service managers across European industrial firms and supported with 20 interviews made previously by West and Gaiardelli (2016). Seven categories characterizing change management challenges in servitization were identified from the literature, and each category was associated with its specific challenges. Theoretical foundations were then used to support researchers to design the research sample and define the questionnaire’s structure, wording, and scaling.
Findings: This paper provides insights into the challenges of implementing servitization strategy and prioritizes the key barriers that businesses are facing in their journey towards servitization.
Originality/Value: This descriptive paper that provides a ranking of the most import barriers to servitization with insights from the 20 interviews and a survey with 111 response
Product-As-A-Product masquerading as Product-As-A-Service
No full textThis study explores service orientation in businesses, using a car rental experience to evaluate how Product-as-a-service (PaaS) models often blur the lines between traditional offerings, transitioning from services to products in consumer perception. A longitudinal single-case approach is used to examine a PaaS model, while a journey mapping approach is employed to analyse customer experiences. Principles of service-dominant logic and service quality are introduced to understand value co-creation dynamics. The analysis of the results suggests five key service quality failures, including communication barriers, inefficient change management, coordination issues, problem resolution inadequacies, and unclear policies. Through the lenses of product—and service-dominant logic, the outcomes underline the role of value co-creation and customer involvement in the successful implementation of service-oriented business models. Through examination of barriers to adopting PaaS models, this work emphasises the pivotal role of organisational culture in delivering authentic service excellence amidst digital transformations. Moreover, it offers insights into the complexities of PaaS implementations, highlighting the importance of maintaining a service-oriented culture
Servitization Capabilities For Advanced Services: A Multi-Actor Perspective
Full text linkServitization is the process by which manufacturers add services to their product offerings and even replace products with services. The capabilities necessary to develop and deliver advanced services as part of servitization are often discussed in the literature from the manufacturer’s perspective, e.g., having a service-focused culture or the ability to sell solutions. Recent research has acknowledged the important role of customers and, to a lesser extent, other actors (e.g., intermediaries) in bringing about successful servitization, particularly for use-oriented and results-oriented advanced services. The objective of this study is to identify the capabilities required to successful develop advanced services as part of servitization by considering the perspective of manufacturers, intermediaries and customers. This study involved interviews with 33 managers in 28 large UK-based companies from these three groups, about servitization capabilities. The findings suggest that there are eight broad capabilities that are important for advanced services; 1) personnel with expertise and deep technical product knowledge, 2) methodologies for improving operational processes, helping to manage risk and reduce costs, 3) the evolution from being a product- focused manufacturer to embracing a services culture, 4) developing trusting relationships with other actors in the network to support the delivery of advanced services, 5) new innovation activities focused on financing contracts (e.g., ‘gain share’) and technology implementation (e.g., Web-based applications), 6) customer intimacy through understanding their business challenges in order to develop suitable solutions, 7) extensive infrastructure (e.g., personnel, service centres) to deliver a local service, and 8) the ability to tailor service offerings to each customer’s requirements and deliver these responsively to changing needs. The capabilities required to develop and deliver advanced services align to a need to enhance the operational performance of supplied products throughout their lifecycles and as such require greater investment than the capabilities for base and intermediate services
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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