2013
DOI: 10.1080/02642069.2011.614344
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Product service systems: exploring operational practices

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Cited by 32 publications
(34 citation statements)
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References 49 publications
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“…Organizational learning provides the means for an enterprise to adapt to such a complex environment (Espinosa and Porter, 2011) and to reduce uncertainty in operating a PSS (Colen and Lambrecht, 2012). Some stakeholders are interested in the bottom-line figure while others seek non-finance performance.…”
Section: Business Modelmentioning
confidence: 99%
“…Organizational learning provides the means for an enterprise to adapt to such a complex environment (Espinosa and Porter, 2011) and to reduce uncertainty in operating a PSS (Colen and Lambrecht, 2012). Some stakeholders are interested in the bottom-line figure while others seek non-finance performance.…”
Section: Business Modelmentioning
confidence: 99%
“…Cavalieri et al stress that manufacturing companies today often develop product service bundles from a traditional engineering perspective, thus not optimising the full potential for value creation (Cavalieri and Pezzotta 2012). Colen and Lambrecht (2013) provide a set of service operation guidelines which are targeted to support manufacturing companies with the adoption of PSS in their field.…”
Section: Extended Productsmentioning
confidence: 99%
“…Since customers expect-beside increased productivity and quality-a reduction of operating costs, it is crucial for the supplier to offer appealing prices. Nevertheless, manufacturer would like to gain financial revenues from this serving activity as well, which is considered as one of the most critical challenges in servitization [19,51,87,93]. However, according to [25,94] most of services related to products are offered ultimately for free.…”
Section: Pricingmentioning
confidence: 99%