Conceptual approach for value driven performance in servitising companies

Adel, Riham; Wiesner, Stefan

doi:10.1504/ijsom.2015.070258

Cited by 5 publications

(11 citation statements)

References 50 publications

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“…This element of CIMO logic determines or infers the effect of an event by comparing interventions in different contexts. As a result, the flaring of operations through multi-stakeholders [1,69], value creation and capturing [82,83,135], competitive advantage [58], and reconfiguration of BM [1], Chiappetta Jabbour et al, [25,44], Jabbour et al, [57] while redefining the supply chain management [8,72] has been widely investigated to produce a desirable result. However, it has been noted that only a few authors have presented the adoption of CE principles in the servitisation approach using BMC.…”

Section: Interventionmentioning

confidence: 99%

“…Manufacturers are gradually incorporating service-based strategies to renew business practices that enhance the perceived value across the product lifecycle and sustain competitive advantage in the market [1]. Servitisation is often labelled as a shift from product-oriented manufacturers to a system offering a mix of products and related services to create a differentiation strategy [56,95].…”

Section: Servitisationmentioning

confidence: 99%

“…CE aims at regenerating and restoring the discarded or used products and retrieving the useful waste flows through prolonged life cycles [63,78,119,124] that calls for profound changes in managerial practices of a firm. At the same time, servitisation inspires firms to boost their resource utilisation by offering shared platforms at different levels [1,70,87,111,115]. Product ownership is retained, and the responsibility is left with the manufacturer/provider for the product over its life cycle [24,69].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Mapping circular economy principles and servitisation approach in business model canvas: an integrated literature review

Atif

2023

Futur Bus J

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It is a common perception that circular economy (CE) principles positively influence the servitisation strategy. The firms improve their productivity and resource/energy efficiency by engineering functional efficacy in a sustainable product. However, the managerial practices that support this distinctive business model (BM) are relatively sparse despite their liaisons. Therefore, this paper is focused on addressing this gap by investigating the managerial practices that firms can implement to explore the downstream opportunities of CE and servitisation BM. This paper uses a systematic literature review (SLR) approach to frame a theoretical model. The findings were improved by cross-validation using a text mining technique, demonstrating how organisations may co-create and extract value through CE and servitisation to develop a flexible management system. This study used the business model canvas antecedents to map a set of managerial practices to understand the mythography of the servitisation approach with CE principles. The findings show that identifying key stakeholders assists a firm in selecting an appropriate strategy based on sustainable value propositions that include cost structure and revenue streams to close the resource loop. Managerial commitment is critical in achieving the maximum economic, environmental, and societal potential. A few research agendas with distinct research orientations are proposed to mitigate the significant research gaps in CE and servitisation literature. This study provides managers and practitioners with some intriguing insights as it emphasises the need to select a suitable strategy to utilise a firm's resources successfully.

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Section: Interventionmentioning

confidence: 99%

Section: Servitisationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Mapping circular economy principles and servitisation approach in business model canvas: an integrated literature review

Atif

2023

Futur Bus J

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“…In some situations, rather than finding ways to pay for the product or services itself, the consumer wants to obtain the worth integrally presented using the merchandise, consequently using it as a service [53]. This drastic transformation has resulted in the introduction of servitisation approaches within manufacturing organisations, including initiating a shifting from the product-centred organisations towards the PSS [54].…”

Section: Servitisationmentioning

confidence: 99%

Towards a Conceptual Development of Industry 4.0, Servitisation, and Circular Economy: A Systematic Literature Review

et al. 2021

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Industry 4.0 (I4.0) technologies have been highlighted in recent literature as enablers of servitisation. Simultaneously, businesses are advised to implement a circular economy (CE) to bring new opportunities. However, it is pertinent to mention that little attention has been given to assess the role of I4.0 in adopting the CE and servitisation in a fully integrated manner. This research fills this gap by developing a conceptual framework through a systematic literature review of 139 studies investigating the relationship between the I4.0, CE, and servitisation. This study identifies the impact of these variables on a firm’s operational and financial performance (revenue stream, growth, and profitability). Our research findings advocate that adopting I4.0 technologies to the business and manufacturing model enables sustainability, energy and resource efficiency while enhancing performance and offering innovative products through smart services. Thus, firms must systematically adopt I4.0 technologies to support a CE model that creates value through servitisation. This study identifies the research gaps that are unexplored for practitioners and future researchers while providing insight into the role of I4.0 in implementing CE in the servitisation business model.

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“…Another model derived from the relational view is the operational model, through which the provider defines and operates a solution in collaboration with the customer (Helander and Möller, 2007;Tuli et al, 2007;Windahl and Lakemond, 2010). The challenges in this type of provision involve the management of multitier networks in which the value co-creation potential is framed by common rules, shared responsibilities and the maintenance of fluid relationships between partners (Adel and Wiesner, 2015;Karatzas et al, 2016;Rintala et al, 2016;Weeks and Benade, 2015). The idea is to create technical platforms and joint value creation processes through cooperative means without involving the customer's day-to-day routines (Cova and Salle, 2008;Helander and Möller, 2007).…”

Section: Provision Models For Integrated Solutionsmentioning

confidence: 99%

Creating value with integrated B2B solutions: an empirical study of network maintenance services

Pynnönen

Immonen

Hallikas

2019

IJSOM

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The objective of this paper is to analyse the structure of a network maintenance service solution and the role of intertwined service functions in creating value for customers. It is proposed that inherent in a solution are service functions highly valued by customers and connected with other service functions. These functions, which are the value drivers of the solution, are referred to in this paper as systemic service functions. It is necessary to identify these service functions in a solution's design to optimise the value of the whole solution. This study presents an empirical case analysis in the field of network maintenance services to enhance the understanding of value creation logic regarding integrated solutions. Social Network Analysis (SNA) and statistical methods will be applied to analyse a survey sample of the network service provider's customer companies. The SNA approach serves to describe service function structure from a customer perspective. Regression analysis will be applied to connect the expected value of the service solutions to the expected quality attributes. The findings indicate that systemic service functions commonly relate to routine processes and are bound by a usage context in customer problem-solving domains. This research is expected to open up the structural role of systemic service functions in service solutions and supply chain integration, as well as provide the means to analyse service design and value creation systematically in solutions.

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Conceptual approach for value driven performance in servitising companies

Cited by 5 publications

References 50 publications

Mapping circular economy principles and servitisation approach in business model canvas: an integrated literature review

Mapping circular economy principles and servitisation approach in business model canvas: an integrated literature review

Towards a Conceptual Development of Industry 4.0, Servitisation, and Circular Economy: A Systematic Literature Review

Creating value with integrated B2B solutions: an empirical study of network maintenance services

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