Can you put too much on your plate? Uncertainty exposure in servitized triads

Kreye, Melanie E.

doi:10.1108/ijopm-06-2016-0357

Cited by 28 publications

(57 citation statements)

References 71 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The introduction of digital technologies boosted the African economy and improved communication between small enterprises and end consumers (Okolo and Obidigbo, 2014;Boojihawon and Ngoasong, 2018). Yet firms in Africa must still learn technological capabilities to compete in global markets, especially when they aim to deliver services as well as products (Kreye, 2017). These firms can know with external partners (Okpara, 2012) that form part of a cluster association (Gomes et al, 2018b).…”

Section: Service Competence As An African Paradoxmentioning

confidence: 99%

Knowledge management competences, exporting and productivity: uncovering African paradoxes

Vendrell‐Herrero

Darko

Ghauri

2019

JKM

View full text Add to dashboard Cite

Purpose This study aims to investigate the importance of relational and conditional knowledge by assessing how service and signaling competences affect manufacturing firms’ productivity. These relationships are explored in the context of Africa, where, paradoxically, firms selling abroad must satisfy different market demands than firms that serve only domestic markets. Design/methodology/approach The authors draw on the World Bank Enterprise Survey to perform a cross-sectional analysis of 4,683 manufacturing firms. These surveys cover the period 2009-2017 and 35 different African countries. The authors define service competence development as co-location with knowledge-intensive business service (KIBS) firms, measured through KIBS density at city level. Signaling is measured through outward-looking competences. Findings This paper shows that African exporters differ significantly from their non-exporting counterparts in terms of productivity and competences. External service competence generates productivity gains for exporters but has the opposite effect for non-exporters. Results consistent with previous research also show that signaling competences generate productivity gains, but the effect for firms serving domestic markets is stronger than the effect for exporting firms. The authors use paradoxes of learning to interpret these results. Research limitations/implications This study detects nuances of the African context that increase the understanding of knowledge management in emerging markets. The findings would benefit from confirmation in a longitudinal and causal setting. Practical implications African exporting firms should establish mechanisms to develop joint knowledge with external partners (know-with) to enhance their competitiveness, whereas African non-exporters should prioritize building knowledge credibility. Originality/value The study develops a novel empirical approach to analyzing firm competences in Africa. It also shows that contextualization of existing knowledge management theories matters, opening a research avenue to test further existing theories in emerging economies.

show abstract

Section: Service Competence As An African Paradoxmentioning

confidence: 99%

Knowledge management competences, exporting and productivity: uncovering African paradoxes

Vendrell‐Herrero

Darko

Ghauri

2019

JKM

View full text Add to dashboard Cite

show abstract

“…Second, as Table 3 reveals, a few recent works have explored single governance elements in a fragmented fashion, issuing preliminary evidence that responsibility sharing (Worm et al 2017), misalignment (Reim, Sjodin, and Parida 2018), and uncertainty (Kreye 2017; Ulaga and Kohli 2018) generate governance challenges for actors engaged in solution development. Yet a holistic view of governance matching in solution development is still lacking in these studies, though their joint consideration would better reflect the breadth and relevance of governance issues in solutions.…”

Section: Governance In Business Relationshipsmentioning

confidence: 99%

Dynamic Governance Matching in Solution Development

Colm¹,

Ordanini²,

Bornemann³

2019

Journal of Marketing

View full text Add to dashboard Cite

Facing competitive and commoditization threats, many companies shift to solution offerings, albeit with mixed results. With a qualitative analysis of dyadic data (suppliers and customers), this article investigates an important, often overlooked reason for such mixed outcomes: the complex, dynamic role of governance matching. This study identifies a series of tensions arising from solution-specific exchange conditions and the matched governance mechanisms actors use to address them: temporary asset colocation, network closure, knowledge-based boundary objects, rights allocation agreements, and liaison champions. It also reveals the dynamic nature of governance matching. Solutions evolve in three phases—experimentation, integration, and evolution—in which single mechanisms have different functions (safeguarding and/or coordination), provide contingent and transient benefits, and can be used in combination to address complex tensions. This study also identifies two decision points, mutual commitment and balanced power, that separate the three phases; their outcomes help explain why certain solution efforts do not take off, others stall, and still others revert to mere spot exchanges. Beyond contributing to solutions literature, these findings provide actionable insights to marketing managers.

show abstract

“…Managerial practice is replete with challenges to the delivery of services and solutions (Kreye, ), such as the deservitization of customer offerings (Valtakoski, ), to termination of service contracts, such as Intel's $150 million web‐based service unit shut down (Sawhney, Balasubramanian & Krishnan, ). In many cases, the difficulties are rooted in the naiveté of the complexity of the control and coordination of the activities of the three actors in a service triad.…”

Section: Introductionmentioning

confidence: 99%

A Mid‐Range Theory of Control and Coordination in Service Triads

Bastl

Johnson

Finne

2018

J Supply Chain Manag

View full text Add to dashboard Cite

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.

show abstract

Can you put too much on your plate? Uncertainty exposure in servitized triads

Cited by 28 publications

References 71 publications

Knowledge management competences, exporting and productivity: uncovering African paradoxes

Knowledge management competences, exporting and productivity: uncovering African paradoxes

Dynamic Governance Matching in Solution Development

A Mid‐Range Theory of Control and Coordination in Service Triads

Contact Info

Product

Resources

About