| 1. |
- Aichigui, Victor, et al.
(författare)
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Servitization in SME manufacturing firms : A one-way road
- 2015
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Ingår i: Proceedings of QUIS 14. - 9780692461563 ; , s. 965-968
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Konferensbidrag (refereegranskat)abstract
- The importance for manufacturing firms to add services to their offerings has been asserted over and over again (Neu and Brown 2005). Adding services to product sales require manufacturing firms to develop other types of offerings such as maintenance services, hybrid offerings or integrated solutions. This implies using new and often unknown practices to be able to provide services. Previous research has focused on the benefits of servitization (Gebauer, Gustafsson, and Witell 2011), albeit in larger firms. Hence, similar research on Small and Medium sized Enterprises (SME) has been scarce. Furthermore, servitization as a unidirectional transition process can be questioned as researchers argue that manufacturing firms might offer different types of services simultaneously and might not have the intention to take the next step that a transition process suggests (Kowalkowski et al. 2015). Moreover, previous research shows that the step from offering after-sales services and repair to offering more advanced services, e.g. process-related services, is rather big. For those services different mindsets are required within the organization; more advanced services would require a service oriented mindset, whereas after-sales services only requires the firm to have a product oriented mindset (Löfberg 2014).
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| 2. |
- Löfberg, Nina, et al.
(författare)
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A longitudinal study of servitisation and dynamic capabilities in SMEs
- 2016
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Ingår i: Spring servitization conference 2016.
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Konferensbidrag (refereegranskat)abstract
- Purpose: The purpose of this study is twofold: (1) to identify servitisation routes of SMEs, and (2) to identify the microfoundations of dynamic capabilities that influence the different steps of a continuous servitisation model. Design/Methodology/Approach: In this longitudinal study, servitisation in three product-oriented small and medium sized enterprises (SMEs) have been studied. During the past year, the SMEs have developed their service businesses according to an iterative servitisation model consisting of four states; Identify, Package, Sell, and Innovate. The servitisation processes were studied through action research. Findings: Three different routes of servitisation were identified; 1) a product-oriented route, (2) a service-oriented route, and (3) a solutions-oriented route. The dynamic capabilities developed within the companies throughout their servitisation processes differed based on their business logic and influenced the result of the processes. Originality/Value: The study contributes with knowledge on how servitisation can be performed in SMEs in practice. Moreover, it combines the research fields of servitisation and dynamic capabilities, which enrichens the servitisation literature with an important but sparsely researched perspective that focus on the change inherent in a servitisation process.
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| 3. |
- Löfberg, Nina, et al.
(författare)
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Creating a service platform : how to co-create value in a remote service context
- 2018
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Ingår i: Journal of business & industrial marketing. - Bingley, UK : Emerald Group Publishing Limited. - 0885-8624 .- 2052-1189. ; 33:6, s. 768-780
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Tidskriftsartikel (refereegranskat)abstract
- Purpose The purpose of this paper is to further develop the construct of service platform and to clarify the definition of service platform in an industrial context. To do so, an understanding of the foundations for service platforms, based on a service perspective, is created. Design/methodology/approach The study has adopted a qualitative case study approach and builds on in-depth interviews with remote service teams in two multinational firms: one in the food processing and packaging industry and the other in the pulp and paper industry. Findings The foundations for successful service platforms consist of modularising resources, integrations and service processes to create value propositions. The value propositions could result in variations of a service or in variations of different services. When defining the concept service platform, the perspective of service needs to be made evident; therefore, the authors define service platform as: value proposition(s) consisting of a modular structure that invites to and facilitates value co-creation between resources, through integration opportunities in a continuous service process. Research limitations/implications The results are based on the perspective of two suppliers in similar industries; only remote services were studied. Firms from different types of industries and other types of services could add to the research on service modularity according to a service perspective. Moreover, information about customers and other actors' involvement on the platform was gathered from the firms studied, no customers or other actors were interviewed. Practical implications This study shows the importance of a firm involving itself in the value creation of the customer, that is, focusing on value co-creation. This implies a close cooperation between the manufacturer and its customer - not only at a given point in time but also over a longer period of cooperation. Through the different types of modules building up the service platform, value co-creation can take place in various ways. Originality/value This study offers original empirical contributions on platforms from a service perspective. The study contributes to servitisation, service modularity and service (dominant) logic research by developing an understanding of the foundations for service platforms based on a service perspective. It also contributes to platform research more specifically by developing a definition of service platform in an industrial context.
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| 4. |
- Löfberg, Nina, et al.
(författare)
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Service manoeuvres to overcome challenges of servitisation in a value network
- 2015
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Ingår i: Production planning & control (Print). - : Informa UK Limited. - 0953-7287 .- 1366-5871. ; 26:14-15, s. 1188-1197
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Tidskriftsartikel (refereegranskat)abstract
- When manufacturing firms increase the share of service revenues, managing service provision becomes challenging. This study extends previous research on servitisation in individual firms by analysing the challenges service provision creates in a value network. The challenges are identified both within the firms and in the business relationships in the value network. In addition, the paper identifies and describes service manoeuvres firms use to address challenges resulting from servitisation. This case study of a value network is based on interviews carried out at 13 firms in the automotive industry, including suppliers, original equipment manufacturers and consultancies. The research shows that service manoeuvres, such as new types of resource integration and value constellations, are used to overcome challenges in the value network.
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| 5. |
- Palo, Teea, et al.
(författare)
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Servitization as business model contestation : A practice approach
- 2019
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Ingår i: Journal of Business Research. - : Elsevier. - 0148-2963 .- 1873-7978. ; 104, s. 486-496
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Tidskriftsartikel (refereegranskat)abstract
- In principle, organizations know how to do servitization, but in practice, many struggle to change their business models to include service offerings. To understand this struggle, this paper examines servitization in a large multinational manufacturer within the pulp and paper industry. Utilizing practice theory, the study explicates the servitization process as a contestation of a company's parallel business models — one existing and dominant; one emerging. As business models materialize in organizational practices, and therefore have the potential to frame and organize servitization efforts, the models give rise to contestations in the practices performed by actors in the organization and the ecosystem. The elements of such contestations provide a better understanding of the ways in which practices may be disrupted to support servitization. Contestations can thus be creative instead of problematic. As a result, this paper extends the conceptualization of servitization as a bottom-up, emergent and iterative process of business model contestation.
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