Generating Research Questions Through Problematization

Alvesson, Mats; Sandberg, Jörgen

doi:10.5465/amr.2009.0188

Cited by 500 publications

(663 citation statements)

References 103 publications

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“…By questioning the validity of the service transition concept, we thus challenge the in-house assumption. Such a challenge can be a key part in the process of developing new theory (Alvesson & Sandberg, 2011).…”

Section: Methodsmentioning

confidence: 99%

“…In the following section, we describe how we use Alvesson and Sandberg's (2011) 'problematization' methodology' to (a) identify and challenge the established assumption surrounding the service transition concept. We consider the assumption that product firms undertake a unidirectional repositioning along a product-service continuum, from basic, product-oriented services towards more customized, process-oriented ones, ultimately leading to the provision of solutions-and (b) develop two alternative assumptions.…”

Section: Methodsmentioning

confidence: 99%

“…It is the most widely cited and arguably most influential study on the topic across various academic disciplines. Next, as recommended by Alvesson and Sandberg (2011), we identified and reviewed later work that drew on this path-defining study in order to investigate whether the service transition concept is still relevant. 4 The sub-disciplines of B2B and service marketing were covered in particular, although we recognize that the service transition phenomenon has also received increasing attention in disciplines such as engineering management and operations management, where the shift is described as one from products to product-service systems (PSS) (Baines et al, 2009;Tukker, 2004).…”

Section: Methodsmentioning

confidence: 99%

“…As suggested by Alvesson and Sandberg (2011), we initially focused on an exemplar (Kuhn, 1970) that plays a key role in the domain. These domains are socially constructed, "broad categories of study within which specific constructs, theories, and/or procedures can be articulated" (MacInnis, 2011, p. 142).…”

Section: Methodsmentioning

confidence: 99%

“…We use Alvesson and Sandberg's (2011) 'problematization methodology' for our assumptionchallenging investigation and show that system suppliers seek growth, also through other service strategies.…”

Section: Introductionmentioning

confidence: 99%

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What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

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Research highlights• We challenge the established service transition assumption• We identify 3 service growth trajectories: becoming an availability provider; a performance provider; and an industrializer• Firms should generally downsize and standardize solutions, thus being able to offer them to a greater number of customers• Firms concurrently hold a number of system supplier roles rather than transferring from one role to another• We present a strong platform for further examination of theoretical and managerial implications of the study AbstractBoth academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum-from basic, product-oriented services towards more customized, process-oriented ones-ultimately leading to the provision of solutions. We challenge this service transition assumption and develop alternative ones regarding how product firms should pursue service-led growth.Using 'problematization methodology', and drawing on findings from thirteen system suppliers, we identify three service-led growth trajectories: (1) becoming an availability provider, which is the focus of most transition literature; (2) becoming a performance provider, which resembles project-based sales and implies an even greater differentiation of what customers are offered; and, (3) becoming an 'industrializer', which is about standardizing previously customized solutions to promote repeatability and scalability. Based on our critical inquiry, we develop two alternative assumptions: (a) firms need to constantly balance business expansion and standardization activities; and (b) manage the co-existence of different system supplier roles. Finally, we consider the implications for implementing service-led growth strategies of the alternative assumptions.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

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Windahl

Kindström

et al. 2015

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263

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show abstract

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2022

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The food industry is increasingly using decision support tools to address the food loss and waste challenge. Extant food loss and waste tools predominantly focus on environmental metrics and do not sufficiently integrate important social and financial considerations. They have therefore been deemed to lack business readiness. This critical review aims to assess how tools can be integrated within organisations supporting the progress towards sustainability and what tensions are inherent in preventing and reducing food loss and waste (FLW). This review extends paradox theory by adding the dimensions of FLW and tools to previous research on paradoxes and sustainable development. The significance of the review is creating an opportunity for scholars and practitioners to rethink current business practices as necessary for addressing sustainability challenges. The review contributes to previous research in FLW‐reducing tools within the context of business responses to sustainability issues. The findings show the role of leadership in promoting participation and collaboration for positive environmental outcomes. These findings offer three practical recommendations for businesses: (1) simple yet comprehensive tools tailored to business needs can enhance decisions, (2) a paradoxical approach for considering food supply chain demands and (3) leaders should encourage individuals and teams to learn and collaborate for business success.

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Pursuing sustainability advantage: The dynamic capabilities of born sustainable firms

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‘Born sustainable firms’ (BSFs) — firms founded with an explicit strategic intent to operate in a sustainable manner play an important role in the sustainability transition and represent a significant but underutilized research site. Adopting the dynamic capabilities (DC) perspective, this paper explores BSFs' pursuit of their environmental and social goals. Having first assessed and confirmed its relevance to the BSF context, a high level framework of DC processes is operationalized. Through a dialogic approach, comparing the literature and empirical material from 12 BSFs from a wide range of sectors and locations, an in‐depth picture of 28 processes underlying sensing, seizing and transforming meta‐capabilities emerges. All but one of the detailed processes can be linked to prior research and are specific, though not unique, to BSF. Whilst the operationalized framework of DC processes in the BSF context extends prior research, the established notion of competitive advantage — framing organizational goals and impact in terms of financial outcomes and strategic performance relative to rivals — is problematic in this context. We therefore reconceptualize BSF's organizational goals and impact in terms of ‘sustainability advantage’, that is, maximization of environmental and social performance within the constraint of economic viability. In addition, we identify two key dimensions of advantage: time horizon, which ranges from immediate to longer term impact, and scope, which ranges from organization‐centred to system‐wide impact. The findings have clear implications not only for sustainable entrepreneurship but also for incumbent firms moving towards genuine sustainability.

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Generating Research Questions Through Problematization

Cited by 500 publications

References 103 publications

What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

Integrating decision support tools into businesses for sustainable development: A paradoxical approach to address the food waste challenge

Pursuing sustainability advantage: The dynamic capabilities of born sustainable firms

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