Servitization implementation in the manufacturing organisations: Classification of strategies, definitions, benefits and challenges

Kamal, Muhammad Mustafa; Sivarajah, Uthayasankar; Bigdeli, Ali Ziaee; Missi, Farouk; Koliousis, Ioannis

doi:10.1016/j.ijinfomgt.2020.102206

Cited by 91 publications

(97 citation statements)

References 69 publications

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“…This allows a transparent elicitation of key issues for the topic of interest, which can then be analysed using a standard protocol (Boell & Cecez-Kecmanovic, 2015 ). Existing research in the manufacturing and supply chain contexts has successfully employed the SLR approach to generate valuable insights (Kamal et al, 2020 ; Kapoor, et al, 2021a , 2021b ; Pereira et al, 2014 ; Queiroz et al, 2020 ). A three-stage approach was used (Delbufalo, 2012 ; Tranfield et al, 2003 ): (a) planning and scoping the review process— here, the aim and objectives for this review were identified and a review protocol was established; (b) executing and analysing the review— here, the focus was on shortlisting relevant articles and synthesizing those articles to summarize meaningful evaluations; and (c) disseminating the outcomes of the review— here, systematic reporting of the findings was undertaken (Fig.…”

Section: Methodsmentioning

confidence: 99%

How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

et al. 2021

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Disruption from the COVID-19 pandemic has caused major upheavals for manufacturing, and has severe implications for production networks, and the demand and supply chains underpinning manufacturing operations. This paper is the first of its kind to pull together research on both—the pandemic-related challenges and the management interventions in a manufacturing context. This systematic literature review reveals the frailty of supply chains and production networks in withstanding the pressures of lockdowns and other safety protocols, including product and workforce shortages. These, altogether, have led to closed facilities, reduced capacities, increased costs, and severe economic uncertainty for manufacturing businesses. In managing these challenges and stabilising their operations, manufacturers are urgently intervening by—investing in digital technologies, undertaking resource redistribution and repurposing, regionalizing and localizing, servitizing, and targeting policies that can help them survive in this altered economy. Based on holistic analysis of these challenges and interventions, this review proposes an extensive research agenda for future studies to pursue.

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Section: Methodsmentioning

confidence: 99%

How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

et al. 2021

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“…In addition to pointing to the different loci (internal and external), a number of researchers have taken a more specific view towards servitization challenges, which can be largely categorised into organisational structure and leadership, resources and capabilities, and cultural and mindset (see, for example, Zhang and Banerji, 2017, Kamal et al, 2020, Dmitrijeva et al, 2020.…”

Section: Framing Servitization Challengesmentioning

confidence: 99%

Exploring the root causes of servitization challenges: an organisational boundary perspective

Bigdeli

Kapoor

Schröeder

et al. 2021

IJOPM

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PurposeThis paper explains how servitization disrupts long-established internal and external boundaries of product-focused manufacturers and investigates the root causes of servitization challenges.Design/methodology/approachThe authors draw from the collective experiences of 20 senior executives from ten multinational manufacturers involved in servitization, using a multiple case study approach, and employ a codebook thematic analysis technique.FindingsThe authors develop an integrative framework based on the theoretical notions of power, competency and identity boundaries to offer insights into the root causes of various servitization-related challenges.Research limitations/implicationsAlthough the extant literature discusses servitization challenges, it does not examine the underlying root causes that create them in the first place. This study contributes to the extant research by establishing rational links between organisational boundaries (internal and external) and servitization challenges in the interest of building a coherent and systematically integrated body of theory that can be successfully applied and built upon by future research.Practical implicationsThis study provides a foundation for managers to recognise, anticipate and systematically manage various boundary-related challenges triggered by servitization.Originality/valueIt is one of the first studies to employ the concept of organisational boundary to understand the challenges created by servitization and to account for both internal (between different functions of the same organisation) and external boundaries (between an organisation and its external stakeholders) to establish a holistic understanding of the impacts of servitization on manufacturers.

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“…Recent literature studies demonstrate that servitization is an increasing phenomenon in manufacturing and an evolving topic within research (Raddats et al , 2019) and creates value for the manufacturing firms that introduce it and their customers (Niu et al , 2020; Kamal et al , 2020). In recent years, combined with digitalization, servitization has been a still more emphasized research topic (Paschou et al , 2020).…”

Section: Servitization: Definition Dimensions and Mechanismsmentioning

confidence: 99%

Servitization in the creative and cultural industries

Sundbo

Rubalcaba

Gallouj

2021

IJQSS

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Purpose This paper aims to develop a conceptual framework for understanding the role of servitization in the creative and cultural industries (CCI). Design/methodology/approach A conceptual model is proposed based on five elements: servitization drivers (digitalization in particular), agents, modes (based on the standardization/customization dynamics), servitization mechanisms (the authors provide a new classification) and service experiences. Findings CCI is not considered a natural part of the service sector. They drive economic and social development and are part of the innovation ecosystem. They are confronting a set of emerging dynamics in which servitization plays a leading role. Servitization is a way to move toward value co-creation by transforming existing business models. Servitization – with digitalization facilitates the co-creation of CCI-based experiences for customers, users and other stakeholders. Research limitations/implications In terms of further research implications, these theoretical and managerial considerations call for empirical research of the servitization of CCI to investigate how and how much it develops. Practical implications CCI companies need new business models that combine servitization, digitalization and value co-creation in the right mix. “One size fits all” does not work. Business models have to consider the right mix. Originality/value The proposed conceptual model provides a novel understanding of servitization and CCI and changes the focus from the “production” or push side (e.g. artistic creativity and messages) that has characterized much CCI theory toward the demand or pull side and buyers’ (users) increased power.

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Servitization implementation in the manufacturing organisations: Classification of strategies, definitions, benefits and challenges

Cited by 91 publications

References 69 publications

How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

Exploring the root causes of servitization challenges: an organisational boundary perspective

Servitization in the creative and cultural industries

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