Manufacturers have shifted their focus from products to smart solutions in search of higher returns and additional growth opportunities. This shift, described as servitization, or lately as a digital servitization, is not a simple process. Academic study has revealed that its issues are complex, problematic, contingent, and even paradoxical, involving multiple organizational layers, such as operations, strategic, relational, and even ecosystemic layers. Recent literature studies have called for improved theories in servitization, and even alternative narratives. In this handbook, the chapters take different perspectives towards servitization, digital servitization or Product-Service-Software systems, presenting and debating over concepts such as organizational transformation, change management, strategic management, business models, innovation and product-service operations. The handbook provides an opportunity to develop improved theoretical grounds for servitization, and thus to elaborate and develop the field further. This volume will be of great interest for the servitization community, including scholars, Ph.D. and master students, but also company managers, developers and consultants facilitating company’s servitization efforts.
Cuprins
Chapter 1: Theoretical landscape in servitization.- Part 1: Strategic approaches in servitization.- Chapter 2: Digital servitization: How manufacturing firms can enhance resource integration and drive ecosystem transformation.- Chapter 3: Typologies of Manufacturer Identities in the Age of Smart Solutions.- Chapter 4: PSS business models: A structured typology.- Chapter 5: Product-Service Systems in the Digital Era: Deconstructing Servitization Business Model Typologies.- Chapter 6: Digital Business Model Innovation for Product-Service Systems.- Chapter 7: Business models for digital service infusion using AI and big data.- Chapter 8: Towards Servitization – A Taxonomy of Industrial Product-Service Systems for small- and medium-sized manufacturers.- Chapter 9: Further semiotic perspectives on the outcome-based vs performance-based semantic dispute.- Chapter 10: The Features of Performance Measurement Systems in Value-Based Selling.- Chapter 11: Exploring dynamic capabilities to facilitate a smoother transition from servitization to digital servitization: a theoretical framework.- Chapter 12: Dynamic capabilities as enablers of digital servitization in innovation ecosystems: An evolutionary perspective.- Chapter 13: Reviewing service types from a Transaction Cost Economics perspective.- Chapter 14: The role of financialization when moving up the service ladder.- Part 2: Servitization process.- Chapter 15: Viewing servitization through a practice-theoretical lens.- Chapter 16: Microfoundations of servitization: An individual-level perspective.- Chapter 17: Revitalizing alignment theory for digital servitization transition.- Chapter 18: Managerial heuristics in servitization journey.- Chapter 19: Narrative network as a method to understand the evolution of smart solutions.- Chapter 20: A Conceptual Guideline to Support Servitization Strategy Through Individual Actions.- Chapter 21: Employee reactions to servitization as an organizational transformation.- Part 3: Co-creating value in servitization.- Chapter 22: Salesforce transformation to solution selling.- Chapter 23: Digital servitization: Strategies for handling customization and customer interaction.- Chapter 24: Relational transformation for digital servitization.- Chapter 25: Service-Dominant Logic – A missing link in servitization research?.- Chapter 26: Value co-creation in digitally-enabled product service systems.- Chapter 27: Manufacturers’ service innovation efforts: From customer projects to business models and beyond.- Chapter 28: Configurational servitization approach: A necessary alignment of service strategies, digital capabilities and customer resources.- Part 4: Managing product-service operations.- Chapter 29: Digital servitization and modularity: Responding to requirements in use.- Chapter 30: Service integration: Supply chain integration in servitization.- Chapter 31: Network structures in service provision.- Chapter 32: Organizational structures in servitization: Should product and service businesses be separated or integrated?.- Chapter 33: Coordinating and Aligning a Service Partner Network for Servitization: A Motivation-Opportunity-Ability (MOA) Perspective.
Despre autor
Marko Kohtamäki is a Professor of Strategy, and a director of the ‘ Strategic Business Development’ (SBD) research group at the University of Vaasa, Finland, and a visiting professor at Luleå University of Technology, Sweden and University of South-Eastern Norway, USN Business School, Norway.
Tim Baines is Professor of Operations Strategy and Executive Director of the Advanced Services Group at Aston University, UK.
Rodrigo Rabetino is an associate professor of strategy in the School of Management and a researcher in the’ Strategic Business Development’ (SBD) research group at the University of Vaasa, Finland.
Ali Ziaee Bigdeli is an Associate Professor of Industrial Service Innovation at The Advanced Services Group at Aston Business School, Aston University, UK.
Christian Kowalkowski is Professor of Industrial Marketing at the Institute of Technology at Linköping University in Sweden and Research Fellow at the Department of Marketing and Centre for Relationship Marketing and Service Management (CERS) at Hanken School of Economics in Helsinki, Finland.
Rogelio Oliva is the Bob and Kelly Jordan Professor of Business in the Department of Information and Operations Management at Mays Business School, USA, Adjunct Professor at the Zaragoza Logistics Center, Spain, and Research Affiliate at MIT Center for Transportation & Logistics, USA.
Vinit Parida is a chaired professor at entrepreneurship and innovation at Luleå University of Technology, Sweden, and a visiting professor at University of Vaasa, Finland and University of South-Eastern Norway, USN Business School, Norway.
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