Paths to service capability development for servitization: Examining an internal service ecosystem

Jovanovic, Marin; Raja, Jawwad Z.; Visnjic, Ivanka; Wiengarten, Frank

doi:10.1016/j.jbusres.2019.05.015

Cited by 52 publications

(60 citation statements)

References 83 publications

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“…customers cannot customize the nature of the services offered) and low differentiation (i.e. low involvement of professional services to enhance specialization) (Jovanovic et al, 2019). Examples of basic service systems in the maritime industry include simple repair and maintenance, call centers and the availability of spare parts.…”

Section: Service Modularitymentioning

confidence: 99%

“…imitation by competitors can be difficult), high levels of value-adding elements and differentiation (i.e. delivered services are per customer's needs, often coupled with professional specialization) and can be expensive for customers (Bigdeli et al, 2018;Jovanovic et al, 2019). Examples of advanced services include piracy prevention training, financial services, smart services, research and development (R&D) consulting and dedicated software updates.…”

Section: Service Modularitymentioning

confidence: 99%

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Exploring digital servitization trajectories within product–service–software space

Hsuan

Jovanovic

Clemente

2021

IJOPM

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PurposeThis study shows various pathways manufacturers can take when embarking on digital servitization (DS) journeys. It builds on the DS and modularity literature to map the strategic trajectories of product–service–software (PSSw) configurations.Design/methodology/approachThe study is exploratory and based on the inductive theory building method. The empirical data were gathered through a workshop with focus groups of 15 servitization manufacturers (with 22 respondents), an on-site workshop (in-depth case study), semi-structured interviews, observations and document study of archival data.FindingsThe DS trajectories are idiosyncratic and dependent on design architectures of PSSw modules, balancing choices between standardization and innovation. The adoption of software systems depends on the maturity of the industry-specific digital ecosystem. Decomposition and integration of PSSw modules facilitate DS transition through business model modularity. Seven testable propositions are presented.Research limitations/implicationsWith the small sample size from different industries and one in-depth case study, generalizing the findings was not possible.Practical implicationsThe mapping exercise is powerful when top management from different functional departments can participate together to share their expertise and achieve consensus. It logs the “states” that the manufacturer undergoes over time.Originality/valueThe Digital Servitization Cube serves as a conceptual framework for manufacturers to systematically map and categorize their current and future PSSw strategies. It bridges the cross-disciplinary theoretical discussion in DS.

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Section: Service Modularitymentioning

confidence: 99%

Section: Service Modularitymentioning

confidence: 99%

Exploring digital servitization trajectories within product–service–software space

Hsuan

Jovanovic

Clemente

2021

IJOPM

Self Cite

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“…Однако следует иметь в виду, что большинство процессов и явлений в конкурентной среде не поддаются непосредственному измерению и получить их количественные или порядковые оценки можно только методами экспертной диагностики, конечной целью которой является возможность экспертного прогнозирования полученных дочерним предприятием дополнительных конкурентных преимуществ [9,[10][11][12].…”

Section: Discussionunclassified

Method of forming strategic alternatives for the development of subsidiaries and choosing the optimal strategy for each of them

Лутченко

Хорев²,

Хорев

et al. 2020

Vestn. Voronež. gos. univ. inž. tehnol.

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The article examines the methodology for the formation of strategic alternatives to the activities of a subsidiary and the choice of a strategy for its development, operating in a narrow market segment and included in an integrated structure. The proposed methodology should differ from the methodology for developing an autonomous operating enterprise, since the main task of a subsidiary is to obtain additional competitive advantages to the existing ones mainly by entering an integrated structure, which can be provided by a competitive strategy focused on costs or differentiation. The possibility of implementing a benchmark strategy of concentrated and diversified growth is considered. An expanded scheme for the formation of alternative development strategies for subsidiaries in the form of a combination of growth strategies and competitive strategies in their classical definition is presented. After the formation of alternative strategies of the subsidiary, the main task is to select the optimal development strategy for the enterprise from among the alternative, which will allow, by establishing relationships between the enterprises, to obtain the maximum possible competitive advantages. The authors have worked out the technique of choosing the optimal strategy for the development of a subsidiary from among alternative strategies to maximize competitive advantages

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“…Service and solution networks can be considered complex systems that continuously develop (Basole and Rouse, 2008). Networking also increases within firms (Jovanovic et al, 2019); Beltagui (2018) revealed that the service business's increasing complexity challenges Our conceptual framework applied to servitization IJOPM companies' capability development, necessitating more experimentation and evolutionary learning, which leads firms into more flexible and decentralized structural arrangements. In the complexity-management language, this process involves increasing the number of participants and their interdependencies in business systems.…”

Section: A Complexity-management Perspective On Servitizationmentioning

confidence: 99%

A complexity management approach to servitization: the role of digital platforms

Eloranta

Ardolino

Saccani

2021

IJOPM

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PurposeThis study aims to enhance the theoretical foundations of servitization research by establishing a theoretical connection with complexity management. The authors develop a conceptual framework to describe complexity management mechanisms in servitization and digital platforms' specific role in allowing synergies between complexity reduction and absorption mechanisms.Design/methodology/approachA theory adaptation approach is used. Theory adaptation introduces new perspectives and conceptualization to the domain theory (servitization, with a focus on the role of digital platforms) by informing it with a method theory (complexity management).FindingsThis study provides four key contributions to the servitization literature: (1) connecting the servitization and complexity-management terminologies, (2) identifying and classifying complexity-management mechanisms in servitization, (3) conceptualizing digital platforms' role in servitization complexity management and (4) recognizing digital platforms' complexity-management synergies.Originality/valueThis study highlights that by using digital platforms in servitization and understanding the platform approach more thoroughly, companies can gain new capabilities and opportunities to manage and leverage complexity.

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Paths to service capability development for servitization: Examining an internal service ecosystem

Cited by 52 publications

References 83 publications

Exploring digital servitization trajectories within product–service–software space

Exploring digital servitization trajectories within product–service–software space

Method of forming strategic alternatives for the development of subsidiaries and choosing the optimal strategy for each of them

A complexity management approach to servitization: the role of digital platforms

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