Employee Reactions to Servitization as an Organizational Transformation

Pana, Madalina; Kreye, Melanie E.

doi:10.1007/978-3-030-75771-7_21

Cited by 2 publications

(2 citation statements)

References 30 publications

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“…e traditional research on manufacturing servitization transformation holds that servitization transformation is influenced by multiple factors but mostly considers the linear influence of single-factor on the results, and does not integrate multifactor analysis on the impact of servitization transformation, such as employees' attitude [68] and supply chain integration technology [69] on the impact of realizing servitization transformation. erefore, this paper combines the fsQCA method and TOE framework to analyze the impact of six factors on the servitization transformation, in order to provide some help for the development of manufacturing servitization.…”

Section: Resultsmentioning

confidence: 99%

A Fuzzy‐Set Qualitative Comparative Analysis of Factors Influencing Servitization Transformation Performance in Chinese Manufacturing Enterprises

Liao

Xiang

et al. 2022

Discrete Dynamics in Nature and Society

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The development of manufacturing industry affects the operation of Chinese economy, and it is necessary to study the possible configuration paths of servitization transformation to support sustainable development. Based on previous studies of manufacturing servitization transformation, it is extended to explore multifactor combinations which affects servitization transformation performance. This paper constructs technology-organization-environment (TOE) framework of servitization transformation performance evaluation and uses fuzzy-set Qualitative Comparative Analysis (fsQCA) method to analyze the key factors and mechanism of servitization transformation with the data of 28 Chinese manufacturing enterprises. The results reveal that the six major factors are not the necessary conditions, and single-factor cannot effectively promote servitization transformation of Chinese manufacturing enterprises. There are four configurations which can be divided into three paths to improve servitization transformation performance. Based on the results of analysis, it proposes strategies to promote the development of Chinese manufacturing enterprises, such as developing targeted servitization strategies, enhancing technology development, and improving technology applications. The findings reveal the mechanism of multiple factors behind the evolution of manufacturing servitization transformation and take useful suggestions for the high-level development of Chinese manufacturing enterprises.

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Section: Resultsmentioning

confidence: 99%

A Fuzzy‐Set Qualitative Comparative Analysis of Factors Influencing Servitization Transformation Performance in Chinese Manufacturing Enterprises

Liao

Xiang

et al. 2022

Discrete Dynamics in Nature and Society

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“…As a result, the global transition may infringe on or diminish these decision-making powers. The need to integrate resources and capabilities globally and, in turn, the increased dependence on the global network in terms of information and material flow (Hakanen, Helander, and Valkokari 2017) Furthermore, they must acknowledge and mitigate factors that hinder the successful outcome of transitions, such as employees' resistance to change (Pană and Kreye 2021). This extends the role and responsibilities of managers, who become directly responsible for observing, evaluating and handling the reactions and concerns of employees in the context of supporting the organisational transition.…”

Section: Managers' Roles In Global Service Operationsmentioning

confidence: 99%

Managing the global service transition: employees’ reactions and management responses

Pana

Kreye

2021

Production Planning & Control

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Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer's transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.

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Employee Reactions to Servitization as an Organizational Transformation

Cited by 2 publications

References 30 publications

A Fuzzy‐Set Qualitative Comparative Analysis of Factors Influencing Servitization Transformation Performance in Chinese Manufacturing Enterprises

A Fuzzy‐Set Qualitative Comparative Analysis of Factors Influencing Servitization Transformation Performance in Chinese Manufacturing Enterprises

Managing the global service transition: employees’ reactions and management responses

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