Purpose -The purpose of this paper is to explore servitization in the context of the service supply chain, particularly the effects of the relationship between the subsystem supplier and the end user on the supplier's as well as on the supply chain's ability to provide industrial services. In addition, it aims to present a solution to overcome the challenges of lack of this relationship. Design/methodology/approach -A case study incorporating an explorative design science approach identifies a theoretically novel and practically relevant problem in the field of service supply chain management. The study combines empirical data collection; systematic conceptualization of means and ends; evaluation of proposed solutions in iterative-and action-oriented cycles; and theoretical explanation of the observed phenomena and outcomes. Findings -By establishing a triadic operational model with an integrator and end user, the subsystem supplier can servitize within a supply chain in which the end user relationship is controlled by the integrator. This enables the combining of critical service provision capabilities: supplier's maintenance-related capabilities and integrator's end user access. Research limitations/implications -Further research is needed to determine the importance of managing the transition to subsystem suppliers in different types of industrial service supply chains. Because these observations and proposals are based on a single case study, the authors cannot draw conclusions as to how they apply to manufacturers in different problem situations. Practical implications -The paper presents a decision-making procedure that describes how a subsystem supplier opting for cooperation in the service supply chain can formulate a coherent set of triadic operational models with intermediaries and end users. Originality/value -The paper shows how servitization takes place on supply chain level.

Purpose Inter-organisational collaboration is becoming increasingly important in complex projects; some project customers even formally require evidence of collaborative competence from potential providers. The purpose of this paper is to explore the governance of collaboration and the ways in which it is enacted in practice for complex projects. Design/methodology/approach The study is based on a qualitative analysis of 29 semi-structured interviews, primary data from meetings and events supported by secondary data, including standards and industry-specific contract templates. Findings The paper identifies how collaboration can be effectively governed in complex projects through the emerging role of the collaboration standard and its impact on contractual and relational governance mechanisms. The standard sets higher-level institutional guidelines that affect the way in which collaboration is governed in complex projects. It helps formalise informal relational practices whilst also providing guidelines for building flexibility in contracts by including coordination- and adaptation-oriented provisions conducive to collaboration. Originality/value The paper demonstrates the emerging role of the collaboration standard and its influence on contractual and relational mechanisms deployed in complex projects. It shows how the standard can formalise and codify informal collaborative practices and help transfer related learning across projects, thereby contributing towards the dual requirement for standardisation and flexibility in project settings.

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The increased frequency of the adoption of service‐based business models by manufacturers, such as solution provision, has given rise to service triads. While there is consensus that actors in service triads are relationally and performatively interdependent, less is understood about how service triads are controlled and coordinated. In this study, we use an inductive case‐based approach to build an understanding about the roles, approaches, and contextual factors that influence how service triads are controlled and coordinated. We collected and analyzed data from nine companies forming three service triads, each comprising a customer, a manufacturer of an asset, and a service supplier. We synthesized our findings in a theoretical framework, where we show that first, both, control and coordination, are present in service triads rather than just control as previously posited. Second, controlling and coordinating service triads is not a single actor's responsibility but rather a collective effort shared by two or three actors. Third, we uncovered four contingent factors that influence the dynamics of how service triads are controlled and coordinated: the customer's risk exposure due to the offering's failure, the substitutability of the offering, the contractual safeguards, and the relationship closeness.

Purpose -This work aims to combine the perspectives of logistics-service providers (LSPs) and small and medium-sized enterprises (SME) in the development of value-added logistics services. The purpose was to create a theory-based and initially tested framework that could help both service providers and SMEs identify new opportunities for developing their logistics. Design/methodology/approach -The research followed design-science methodology and was carried out via semi-structured interviews within the case company (a large Finnish LSP), its customers, and experts from the area of logistics services. Data on companies offering value-added logistics services were also used in the research. The focus of the research was on advanced valueadded logistics services. Findings -The paper presents a framework for categorizing logistics services for SMEs and proposes new logistics-service models for SME customers. Altogether, three service models are proposed to bridge the gap between LSP and SME customers. In particular, the consulting-oriented approach seemed to be appropriate for the SMEs. The other two models, 3PL with planning and Outsourced Chief Logistics Officer, require more effort from both parties.Research limitations/implications -The paper presents a theoretical framework for categorizing logistics services and discusses the strategic options for an LSP to expand its service portfolio. However, further empirical research related to logistics-service design is needed to develop the framework further and to improve its external validity. Practical implications -This work offers insights that support LSPs to develop their service offerings to better match the needs of SMEs, and also allow managers of SMEs to better utilize the available LSP competence and services. Originality/value -The existing research in the area of value-added logistics services has mainly focused on either the customer perspective or the service-provider perspective. The dyad combining these perspectives has been largely neglected. Furthermore, studies in this area have been on large enterprises as opposed to SMEs. This work fills this gap by designing value-added logistics-service models that combine SME needs with LSP capabilities.

Purpose-Mergers and acquisitions (M&As) often lead to significant changes in the focal supply networks, hence disrupting firm-level relationships. Little is known about the supply network implications of M&As, which can be a major issue especially for firms acquiring competitors that share suppliers, customers and associated resources. Using social capital as a theoretical lens, this research aims to investigate the implications of an acquisition on supply network relationships. Design/methodology/approach-The acquisition of a large truck manufacturer by its competitor is investigated using an exploratory case study methodology. A total of 24 interviews were conducted across 10 companies in the focal supply network with an analysis of financial data. Findings-The findings from the study provide evidence that firms seeking to acquire such relationships cannot directly buy the social capital embedded within those relationships. They identify pre-acquisition characteristics and post-integration factors to understand how the supply network as a whole draws on the structural, cognitive and relational dimensions of social capital to address discrepancies in the merging network. Originality/value-This study depicts an empirically grounded, theory-based account of a post-acquisition supply network integration process, showing how an M&A can drastically impact customer and supplier network relationships. The main contribution of this paper lies in extending our understanding of how social capital cannot be simply transferred from one organisation to another during an M&A. Rather, this work illustrates how social capital in supply networks is transformed by considering the pre-and postacquisition social capital dynamics of the merging networks.

2 STRIVING FOR NETWORK POWER: THE PERSPECTIVE OF SOLUTION INTEGRATORS AND SUPPLIERS