Change of Culture or Culture of Change? Introducing a Path-agency-culture (PAC) Framework to Servitization Research

Lienert, Antje

doi:10.1016/j.procir.2015.02.094

Cited by 10 publications

(6 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Several respondents specifically identified the firms’ reliance upon the historical revenue generation model (maximizing sales of printers to grow the installed base and drive sales of high margin supply items) and the associated decision-making paths as a limiting factor to servitization intent. While path dependency can be identified as a contributor to the organizational intent for a manufacturing business model and resistance to servitization intent, it could also be method to develop servitization intent if the organization is able to implement cultural change fostering servitization intent (Lienert, 2015). Lienert (2015) proposes a model for driving culture change using a path-agency-culture framework.…”

Section: Discussionmentioning

confidence: 99%

“…While path dependency can be identified as a contributor to the organizational intent for a manufacturing business model and resistance to servitization intent, it could also be method to develop servitization intent if the organization is able to implement cultural change fostering servitization intent (Lienert, 2015). Lienert (2015) proposes a model for driving culture change using a path-agency-culture framework. However, the ability to drive this kind of strategic change of the organization’s culture may be mitigated by the firm’s risk tolerance profile and the resulting impact on resource allocation decisions (Mariadoss et al , 2014).…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Servitization intent as a factor in the servitization process

Crowley

Burton

Zolkiewski

2018

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to investigate the role of servitization intent in the servitization process, and specifically the role dissonance (at an organizational level) in servitization intent can play in creating barriers to the servitization effort. Servitization intent is defined as the desire to achieve a future state of increased servitization. Design/methodology/approach The research uses elite interviews and secondary data to explore servitization intent and its role during the servitization process. It examines the resistance to change resulting from a misalignment of the executive intent to servitize, and the organizational intent to retain the existing manufacturing business model. By encompassing data from companies representing a significant portion of the total industry (as measured by revenue), the study provides an industry level perspective of servitization intent and alignment. Findings Servitization intent and three key managerial challenges related to servitization intent that act as barriers to servitization were identified: lack of servitization intent, overcoming the manufacturing mindset associated with the organizational intent and the constraints resulting from managerial experience. Servitization intent and its associated managerial challenges were present at an industry level with consistent findings being shown across the major firms in the industry studied. A number of managerial strategies for overcoming these barriers were identified. Research limitations/implications The research focuses on a single industry; the findings, potentially, have application across a broad range of industries. Practical implications A key management implication from these findings is the need for a clear understanding of the organizational intent in relation to servitization in addition to the need to bring this organizational intent in alignment with the executives’ servitization intent. Originality/value This research makes a contribution by identifying the misalignment between servitization intent in different levels of the organization during the servitization process and the mechanisms that can improve alignment and help effect servitization.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Servitization intent as a factor in the servitization process

Crowley

Burton

Zolkiewski

2018

JBIM

View full text Add to dashboard Cite

show abstract

“…-Leadership expertise impacts the manufacturer's ability to set priorities for routes to pursue service growth ; -Leadership agility facilitates servitization progress while withstanding market competition . Organisational culture -Strong organisational service culture helps create internal buy-in for servitization (Alghisi and Saccani, 2015, Lienert, 2015, Johnstone et al, 2009.…”

Section: Leadershipmentioning

confidence: 99%

Context matters: how internal and external factors impact servitization

Dmitrijeva

Schröeder

Bigdeli

et al. 2019

Production Planning & Control

View full text Add to dashboard Cite

The study investigates how internal and external context factors impact a manufacturer's servitization process (i.e. the strategic transformation from competing through products towards competing through services). A theoretical framework was developed that integrates a multi-stage conceptualisation of servitization with a focus on the wide range of internal and external context factors that support or oppose the transformation. The study draws on the collective experiences of 25 senior executives from 17 servitizing small-and medium-sized manufacturers, using a focus group-based enquiry method. The findings recognise servitization as a multi-stage transformation process with each stage being exposed to different context factors. The findings identify a wide range of context factors and show how their specific impact varies depending on the manufacturer's servitization stage. Several theoretical and practical implications are provided.

show abstract

“…Plan the PSS implementation and operation processes for service delivery based on expected consumer behaviour [16], [53], [54], [72] BP23 Identify customers and stakeholders' requirements for the development of PSS [1]- [3], [8], [21], [59], [73], [74] BP24 Adjust the corporate culture, organizational processes and capabilities for PSS [2], [3], [21], [56], [34] BP25 Evaluate the Life Cycle Costing of the proposed PSS [61], [75] BP26 Implement a holistic systemic dynamic approach for PSS development [3], [53], [76] BP27 Develop skills and expertise for integrating a services value stream [3], [44], [53] BP28 Evaluate the sustainability performance of the PSS across their entire life cycle [16], [17], [20] BP29 Get leadership commitment for PSS implementation [44] BP30 Align service strategy with the market conditions and adapt several organizational factors to align them with the service strategy [70] The identified practices present a wide range of considerations that a company should take into account The varied range of subjects and knowledge areas highlights the holistic and cross-functional nature of PSS, which may pose certain challenges for companies not used to engaging with such highly augmented design objects.…”

Section: Bp13mentioning

confidence: 99%

Maturity-based approach for the development of environmentally sustainable product/service-systems

Pigosso

McAloone

2016

CIRP Journal of Manufacturing Science and Technology

View full text Add to dashboard Cite

 Users may download and print one copy of any publication from the public portal for the purpose of private study or research.  You may not further distribute the material or use it for any profit-making activity or commercial gain  You may freely distribute the URL identifying the publication in the public portal If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.

show abstract

Change of Culture or Culture of Change? Introducing a Path-agency-culture (PAC) Framework to Servitization Research

Cited by 10 publications

References 19 publications

Servitization intent as a factor in the servitization process

Servitization intent as a factor in the servitization process

Context matters: how internal and external factors impact servitization

Maturity-based approach for the development of environmentally sustainable product/service-systems

Contact Info

Product

Resources

About