| 1. |
- Myhrén, Per, et al.
(author)
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Incremental and radical open service innovation
- 2018
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In: Journal of Services Marketing. - : Emerald Group Publishing Limited. - 0887-6045 .- 0887-6045. ; 32:2, s. 101-112
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Journal article (peer-reviewed)abstract
- Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study's interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.
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| 2. |
- Gebauer, Heiko, et al.
(author)
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Match or Mismatch : Strategy-Structure Configuration in the Service Business of Manufacturing Companies
- 2010
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In: Journal of Service Research. - : Sage. - 1094-6705 .- 1552-7379. ; 13:2, s. 198-215
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Journal article (peer-reviewed)abstract
- A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some companies, such as Kone and IBM, the revenues from services are 50% or more of their total sales. Despite the increasing interest in exploring various aspects of the service part of the business in manufacturing companies, existing research has not focused on the interdependencies between different service strategies and organizational designs. This article studies different service strategies in manufacturing companies and highlights the organizational design necessary for implementing each service strategy. The service strategies explored are aftersales service providers, customer support service providers, outsourcing partners, and development partners. Each service strategy is supported by organizational design factors related to the service orientation of corporate culture, the service orientation of human resource management, and the service orientation of organizational structures. This research concludes that a specific strategy-structure configuration is needed in order to succeed with a chosen service strategy
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| 3. |
- Gebauer, Heiko, et al.
(author)
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Organizational capabilities for pay-per-use services in product-oriented companies
- 2017
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In: International Journal of Production Economics. - Amsterdam : Elsevier. - 0925-5273 .- 1873-7579. ; 192, s. 157-168
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Journal article (peer-reviewed)abstract
- Pay-per-use services are an interesting phenomenon, both empirically and theoretically. Despite the alleged benefits, companies still struggle to succeed with pay-per-use services. Theoretically, it is common sense that existing service capabilities cannot easily be converted into organizational capabilities for pay-per-use services. Based on multiple case studies, the present article narrows down the existing empirical and theoretical gaps through an inductive research approach. Our findings make the following contributions to the field of services in product-oriented companies and to the servitization literature. We describe the organizational capabilities necessary for pay-per-use services (e.g., financing such services, aligning costs with equipment usage, and collaborating with customers). We reveal that companies should convert these capabilities into three core competencies (strategizing pay-per-use services, utilizing technologies for pay-per-use services, and de-risking pay-per-use services), in order to achieve competitive advantages.
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| 4. |
- Witell, Lars, 1972-, et al.
(author)
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Managerial recommendations for service innovations in different product-service systems
- 2010
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In: Introduction to Product-Service Systems design. - London : Springer. - 9781848829084 ; , s. 237-259
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Book chapter (peer-reviewed)abstract
- In order to meet the increasingly complex needs of customers and to respond to decreasing product margins, typical product manufacturers have developed a growing interest in extending their service business. The extension of the service business requires a systematic development of innovative services. Unfortunately, in business practice it has been observed historically that manufacturing companies often fail to develop services systematically. Some customers asked for services and these desires were often fulfilled. Thus, the extension of the service business reflects a rather unstructured service innovation approach, which has not been consciously pursued. Rather than developing more formal structures to elicit ideas for new services, it is mostly performed ad hoc. Only a limited number of firms use formal approaches to service innovation and have implemented necessary determinants to success. Furthermore, the innovation of services in manufacturing companies captures two specific idiosyncrasies. First, manufacturing companies have to balance product and service innovations. Second, services can be either developed during the product development process or during the product usage. The major challenge to success in innovating services is to combine specific product-service systems with the right service strategy and way to develop service innovations.
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| 6. |
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| 7. |
- Gebauer, Heiko, et al.
(author)
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Competitive advantage through service differentiation by manufacturing companies
- 2011
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In: Journal of Business Research. - : Elsevier. - 0148-2963 .- 1873-7978. ; 64:12, s. 1270-1280
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Journal article (peer-reviewed)abstract
- This paper examines the relationship among the complexity of customer needs, customer centricity, innovativeness, service differentiation, and business performance within the context of companies that have made a service transition from pure goods providers to service providers. A survey of 332 manufacturing companies provides the basis for the empirical investigation. One key finding is that a strong emphasis on service differentiation can lead to a manufacturing firms strategies for customer centricity being less sensitive to increasingly complex customer needs, which can increase a firms payoff for customer centricity. In contrast, the payoff from innovativeness appears to be higher if the firm focuses its resources on either product or service innovation; that is, a dual focus does not work well. This paper discusses the implications of these findings for researchers and managers.
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