Interaction within Dynamic IPS2 Networks – A Proposal of an IPS2 Lifecycle Management and IPS2 Delivery Management Architecture

Designing value-driven solutions: The evolution of industrial product-service systems

“…Detailed design approaches often go into much more detail from a data perspective. Dorka et al [37] highlight that for lifecycle design, different types of data are required and have to be collected from the different partners involved in the lifecycle of IPS². They describe which data types are needed to efficiently and effectively organize the IPS² delivery.…”

“…Enlarged design space with a system of systems [199] Avoiding fixations [232] Developing sustainable businesses [78] Defining the right balance of integration of products and services [10] Early decision-making focus and the role of people [17] Reaching a consensus among stakeholders [129] Need for data from multi-source [37] [62] Coordinating multiple disciplines involved [1] Agile approaches required [50] Measuring customer value and budget trade-off [175] Integration of the whole design process [19] Eco-efficient design [28] Upgradability of PSS [74] Focus on value cocreation networks [16] [81] [191] Customers' barriers to derive value [75] [184] System and life cycle thinking [235] Dealing with uncertainty for value creation [114] Value co-creationoriented framework [107] Life cycle thinking [235] Determining service strategy [36] [82] Ensuring market positions and achieving economic success [10]. Role dynamics in provider and customer relationships [167] Estimating the costs of life cycle contracts [35] Measuring environmental impact [127] Optimising sustainability across commercial, environmental and societal targets [194] Design methods considering sustainability [154] [122]…”

Transformation of a small-to-medium-sized enterprise to a multi-organisation product-service solution provider

“…Dramatic transformative shifts of this type are considered more likely to occur if information technology (IT) is also embedded into both operational and strategic processing roles (Ojiako and Maguire, 2008) where any information system (IS)/IT being used becomes a boundary-spanning link joining together different enterprise modules. Thus new ISs are becoming increasingly designed to make effective collaborations between organisations in an MOE easier, as IT and IS can act as enabling or boundary spanning (Dorka et al, 2014) elements of MOEs, which in turn make each company's operations more efficient and better integrated (Kowalkowski et al, 2013). Research indicates that the supply chain management, customer relationship management, financial forecasting, and distribution functions are usually the first functions to become integrated in this way across organisations (Rosacker and Rosacker, 2010) as these functions can most directly enable and automate superior operational control over the delivery of PSSs (Belvedere et al, 2013;Clegg and Wan, 2013).…”

“…Transformation towards servitization in MOEs presents many challenges though, from strategic, technical and operational to legal, human and financial (Mills et al, 2013), and ideally requires the use of cross-company enterprise-wide ISs to enable cross-company intraenterprise systems and processes to be operated (Dorka et al, 2014;Kowalkowski et al, 2013;Ojiako and Maguire, 2008). Despite the obvious synergy between servitization and business ISs, the connection is not sufficiently discussed in case studies and further research is required (Meier et al, 2010).…”

Relationship between Intangible Capital, Knowledge and Maintenance Performance in a PSS Network: An Empirical Investigation

“…In fact, although significant work exists in are as such as PSS networks, maintenance for PSS, and PSS delivery management [2][3][4][5], little is known about the dynamics of intangible capital within a PSS network setting in the light of the processes necessary to acquire fundamental PSS maintenance performance. Researchers argue that competitive advantage is founded on intangible capital, which can be accumulated to serve as resources [6].…”