How to perform collaborative servitization innovation projects: the role of servitization maturity

Polova, Oksana; Thomas, Catherine

doi:10.1016/j.indmarman.2020.06.005

Cited by 26 publications

(34 citation statements)

References 57 publications

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“…Overall, both case companies' journeys embraced digital servitization, despite Beta shaping a more viable digital ecosystem, harmonically combining service centricity and the ability to cope with contextual variety. This finding is in line with both VSA's constructivist view and the influence of servitization maturity on digitalization level (Polova and Thomas, 2020).…”

Section: Discussionsupporting

confidence: 86%

A digital servitization framework for viable manufacturing companies

Ciasullo

Polese

Montera

et al. 2021

JBIM

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Purpose The purpose of this paper is to understand the strategic management of a technology-enabled shift from a product-centric to a service-centric logic and to identify the sociotechnical dynamics underlying this transition. The study focuses on how manufacturers manage to create value in industrial markets through digital servitization. Design/methodology/approach An abductive research approach is used to investigate two manufacturing firms, and an interpretive framework is used as an analytical template. A cross-case analysis is conducted. Findings The case companies strategically managed sociotechnical processes of digitization to co-create value. Their service orientation delineates dissimilarity in terms of digital servitization. It reflects a viable ecosystem that moves toward datatization through adaptation in one case and a viable ecosystem that moves toward digitization through reconfiguration in the other case. Practical implications A theoretically grounded, empirically informed framework is proposed to detect transformational mechanisms to manage value co-creation in digitally servitized contexts, thus contributing to ecosystem viability. Originality/value This is the first study to adopt a system perspective such as the viable system approach combined with service-dominant logic to reconceptualize the overall sociotechnical processes and the underlying mechanisms leading to digitized value creation. In line with a systems view and a systematic process based on a transformative attitude toward digital servitization, the empirically informed framework identifies specific co-creation activities and recursive feedback loops.

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Section: Discussionsupporting

confidence: 86%

A digital servitization framework for viable manufacturing companies

Ciasullo

Polese

Montera

et al. 2021

JBIM

View full text Add to dashboard Cite

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“…The delivery of PSS thus requires manufacturers to access and coordinate a network of external suppliers and partners throughout the system's life cycle [21]. For instance, [22] underlines the importance of clarifying the roles of different actors in collaborative value co-creation, as well as in the repartition of values captured among them. Thus, in order to provide PSS, manufacturers should be prepared to accommodate changes in their activities and processes, both internally and externally with/for other actors.…”

Section: Multi-actor and Life Cycle Dimensions In Pss Assessmentmentioning

confidence: 99%

“…Although many researchers highlighted the importance of accurate costing methodologies that incorporate the multi-actor dimension, the literature suggests a clear gap in this regard. The multi-actor aspect of PSS has been addressed from either the dimension of value creation and business model innovation [21,22], or in the context of sustainable PSS [23]. In contrast, the multi-actor aspect is hardly studied from the specific viewpoint of PSS costing [10,24].…”

Section: Multi-actor and Life Cycle Dimensions In Pss Assessmentmentioning

confidence: 99%

System Modelling and Analysis to Support Economic Assessment of Product-Service Systems

Medini

Peillon

Orellano

et al. 2021

Systems

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The evolution towards more customer-centric operations within manufacturing and service industries gave rise to novel ways of value creation and delivery such as Product–Service Systems (PSS). PSS integrate tangible and intangible elements to create new values for both customers and providers. Therefore, a close collaboration is required among various actors in a value network to co-create values towards win–win gains. For companies to keep up with this pace, new decision support tools are needed to accompany PSS engineering and to adjust business models. This need is confronted with the scarcity of PSS-oriented economic assessment models and methods. This paper presents a comprehensive framework for the economic assessment of PSS. The framework relies on a novel combination of system modelling and analysis approaches to enable cost and revenue attribution to different actors in a value network. The applicability and relevance of the framework are demonstrated through a case study in the industrial cleaning sector.

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“…Much of the extant literature views servitization as process undertaken by manufacturers in isolation (Raddats et al, 2019). The literature which discusses the customer or intermediaries tend to regard servitization as an intra-company process (Raddats et al, 2017) or from the perspective of the manufacturer or the customer and neglect the collaborative perspective of servitization (Finne and Holmstr€ om, 2013;Polova and Thomas, 2020). However, the benefits and rewards of collaboration are beginning to be acknowledged in the discussion around digital servitization (Tronvoll et al, 2020).…”

Section: Research Gap and Conceptual Frameworkmentioning

confidence: 99%

“…Scholars agree that collaboration between actors is required for the application and development of advanced services and servitization (Story et al, 2017;Polova and Thomas, 2020). This collaboration relies upon the shared interests and knowledge each party brings to the table (Burton et al, 2016;Polova and Thomas, 2020) and aligning these attributes to the mutual benefit and value co-creation of all parties (Finne and Holmstr€ om, 2013;Raddats et al, 2017). Research has shown that organisations that collaborate are more successful than those that do not (Raddats et al, 2019).…”

Section: Research Gap and Conceptual Frameworkmentioning

confidence: 99%

Should we cooperate? Game theory insights for servitization

Wagstaff

Burton

Zolkiewski

2021

JOSM

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PurposeAn abundance of literature suggests that organisations adopting a cooperative approach achieve greater rewards than those that act in opposition or isolation. An emerging body of work also highlights the multiple actors involved in servitization. Despite this, in some contexts the benefits of servitization are not apparent. This paper examines business relationships in the oil industry and how they affect levels of servitization.Design/methodology/approachA mixed method study employing qualitative and quantitative methods was used to fully explore the context. In the quantitative phase, 48 oil industry specialists responded to a scenario based on game theory. This aimed to determine if the relationships between their respective organisations are cooperative or adversarial. Abduction drove a second qualitative phase. This consisted of a series of semi-structured interviews used to explore the servitization level and influence of servitization on relationships and vice versa.FindingsThe statistical results suggest that all parties used adversarial strategies despite the publicised intent to work cooperatively. The interviews suggested that increasing (decreasing) servitization could increase (decrease) cooperation and, in turn, value co-creation but revealed nuances to this effect. It also adds to our understanding of the darker side of servitization by illustrating the impact of mimetic isomorphism.Originality/valueThe findings add to understanding of the complex dynamics around servitization by showing that it is only at advanced levels of servitization that cooperative behaviour is observed, and base and intermediate levels result in non-cooperative behaviour and thus illustrate the importance of adopting a multi-actor lens to explore servitization.

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How to perform collaborative servitization innovation projects: the role of servitization maturity

Cited by 26 publications

References 57 publications

A digital servitization framework for viable manufacturing companies

A digital servitization framework for viable manufacturing companies

System Modelling and Analysis to Support Economic Assessment of Product-Service Systems

Should we cooperate? Game theory insights for servitization

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