Dual focus: service-product orientation to manage the change paradox following servitization strategy

Zighan, Saad; Abualqumboz, Moheeb

doi:10.1007/s11628-022-00483-y

Cited by 9 publications

(14 citation statements)

References 57 publications

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“…It involves developing the capabilities needed to provide services and solution systems that supplement traditional product offerings (Baines et al, 2009). In practice, organizations confront various pathways of servitization to create different levels of customer value (see Oliva and Kallenberg, 2003;Tukker, 2004;Baines et al, 2009;Clayton et al, 2012;Zighan and Abualqumboz, 2022). This can be achieved in four ways, as shown in Figure 1 below.…”

Section: Literature Review 21 Servitizationmentioning

confidence: 99%

“…In practice, organizations confront various pathways of servitization to create different levels of customer value (see Oliva and Kallenberg, 2003; Tukker, 2004; Baines et al ., 2009; Clayton et al. , 2012; Zighan and Abualqumboz, 2022). This can be achieved in four ways, as shown in Figure 1 below.…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, integrating services into a project is more complicated (Zighan and Abualqumboz, 2022). A project is developed temporarily to achieve a specific objective rather than through continuous manufacturing or service activities (Schultz et al ., 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

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The quality of servitization in project-oriented organizations

Zighan¹,

Bamford²,

Reid³

et al. 2023

IJQRM

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PurposeThis study examines the criteria for evaluating the quality of servitization and the factors influencing the project–service system's success.Design/methodology/approachEvidence was collected through three rounds of Delphi consensus with 42 project managers.FindingsThe results indicate that the quality of servitization in project-oriented organizations is conceptualized as a cumulative construct driven by the product-service system's overall ability to offer more customer value. This value is defined by three interconnected dimensions: the service, the project and the integration system. The study also proposes a novel customer-oriented quality process with two connected levels comprising eight key factors influencing the quality of the project–service systems and nine key quality criteria that assist in evaluating the project–service systems.Practical implicationsOffering extra services is crucial for successful project-oriented organizations to deliver more customer value. The value of servitization is the combined value of products and services. The failure of one of these components to satisfy customers leads to the collapse of the whole system, which entails the need for a balanced-focus quality system toward projects and services.Originality/valueThis study contributes to the quality of servitization in project-oriented organizations, arguing that a balance between service orientation and project orientation is preferred to increase customer value and reduce the clash and ambiguity between project operations and service provision.

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Section: Literature Review 21 Servitizationmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

The quality of servitization in project-oriented organizations

Zighan¹,

Bamford²,

Reid³

et al. 2023

IJQRM

Self Cite

View full text Add to dashboard Cite

show abstract

“…On the other hand, after resources converge to enterprises, it is necessary for them to use dynamic capabilities to complete resource integration and allocation during the process of servitization (Akter et al, 2021), to make good use of resources and provide services required by customers according to the customeroriented logic. During this process, enterprises also need to identify the environment and change their organizational structure to improve the efficient use of resources and value generation (Zighan and Abualqumboz, 2022). Therefore, dynamic capability is a key and necessary factor during the process of achieving service innovation performance (Ortiz de Guinea and Raymond, 2020).…”

Section: Research Model and Hypothesis Developmentmentioning

confidence: 99%

Breaking away from servitization paradox to improve manufacturing enterprises' service innovation performance: the roles of market orientation and service supply chain dynamic capability

Lyu,

Chen

et al. 2023

JOCM

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PurposeBased on the dynamic capability theory, our study tries to explore the mediator mechanism of service supply chain dynamic capability between market orientation and service innovation performance, as well as the boundary conditions in which service supply chain dynamic capability plays a role, in order to reveal the key elements and their mechanisms for manufacturing enterprises to improve service performance.Design/methodology/approachWith a total of 317 valid questionnaires, structural equation modeling (SEM) was used to test the research model and hypotheses.FindingsThe empirical results confirm that the three types of service supply chain dynamic capability (environment insight capability, resource integration capability and resource reconfiguration capability) can partially mediate the relationship between firm market orientation (responsive and proactive market orientations) and service innovation performance. In addition, supply chain collaboration has different types of moderator effects on the relationship between the three types of service supply chain dynamic capability and service innovation performance.Originality/valueThis research discovers that market orientation and dynamic capability are the key factors leading to high service performance and reveals the mediating role of service supply chain dynamic capability between market orientation and service innovation performance. Moreover, this research explores the moderating role of supply chain collaboration in service supply chain resource reconfiguration capability and service innovation performance.

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“…These elements differ from digitalization to digital servitization, especially in the context of SMEs, for many reasons. Indeed, smart PSS are specific as they lead to a restructuring of the value chain and value creation mechanisms in firms (Zighan and Abualqumboz 2022 ). For SMEs particularly, the digital servitization strategy requires specific skills, as well as a particular adaptation of the structure and strategic vision of the SME (Kolagar et al 2021 ).…”

Section: Introductionmentioning

confidence: 99%

Barriers and opportunities of digital servitization for SMEs: the effect of smart Product-Service System business models

et al. 2023

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Digital servitization enables SMEs to propose smart Product-Service Systems (PSS) integrating products and services. Limited discussion of this contemporary and challenging phenomena stimulated our in-depth literature review, which identified four key themes common to both barriers and opportunities: digital strategy, ecosystem network, internal and operational organization, and human capabilities. Industry expert focus group enabled enriching and refining these themes across smart PSS business models. Digital servitization was found to mostly benefit the SME’s digital strategy and ecosystem network and is hindered by insufficient human capabilities and underdeveloped ecosystem networks. Opportunities and barriers vary as the smart PSS business model evolves.

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Dual focus: service-product orientation to manage the change paradox following servitization strategy

Cited by 9 publications

References 57 publications

The quality of servitization in project-oriented organizations

The quality of servitization in project-oriented organizations

Breaking away from servitization paradox to improve manufacturing enterprises' service innovation performance: the roles of market orientation and service supply chain dynamic capability

Barriers and opportunities of digital servitization for SMEs: the effect of smart Product-Service System business models

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