The last two decades have seen a shift towards service-based value in a process referred to as servitization. Manufacturers have been challenged to create relevant knowledge and adapt to this change.
This book has two key purposes. First of all, the authors examine the theoretical underpinnings of knowledge management and servitization, before proposing a conceptual model for knowledge co-creation and organizational knowledge management processes. Then, the model is tested through a series of case studies from Japan and Malaysia, providing insight into experiences of business transformation from produce-centric to service-centric in developed and developing Asian economies.
This book will be of interest to academics, students and practitioners in servitization, knowledge creation and knowledge management, especially those interested in Asian economies.
Table of Content
1 Introduction.- Part 1: Theoretical aspect of Knowledge and Servitization.- 2 Knowledge View.- 3 Servitization View.- 4 Knowledge-oriented Servitization Model.- Part 2: Asian Cases in Servitization.- 5 Japanese Cases.- 6 Malaysian Cases.- 7 Summary and Discussions.
About the author
H. M. Belal is a Senior Lecturer and the programme manager for MSc in Management and MSc in Management with Advanced Practice programmes in Liverpool John Moores University (LJMU) at Faculty of Business and Law, Liverpool Business School (LBS), UK.
Kunio Shirahada is an Associate Professor at the Japan Advanced Institute of Science and Technology (JAIST).
Michitaka Kosaka is an Emeritus Professor at the Japan Advanced Institute of Science and Technology (JAIST) and a Guest Professor at Fudan University, China.
Olatunde Amoo Durowoju is a Senior Lecturer and the programme leader for collaborative programmes at Liverpool John Moores University, Faculty of Business and Law, Liverpool Business School (LBS), UK.
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