Revisiting industrial organization: Product service systems insight

Amor, Mehdi Ben; Lindahl, Mattias; Frankelius, Per; Abdennebi, Hafedh Ben

doi:10.1016/j.jclepro.2018.05.145

Cited by 13 publications

(4 citation statements)

References 93 publications

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“…Industrial/organization (I/O) theory and resource-based view (RBV) are the two theories that dominate the explanation of competitive advantage (Barney, 1991;Conner, 1991;Wernerfelt, 1995;Popli et al, 2017). The I/O theory explains that the external environment is the primary determinant of the strategies that firms select in order to be successful (Conner, 1991;Hosskisson et al, 1999;Albert and Hilderbrand, 2016;Amor et al, 2018). The industry or segment of the industry has a stronger influence on performance than what the managers can do inside their organizations (Bowman and Helfat, 2001;Hawawini et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Soewarno

Tjahjadi

2020

BIJ

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PurposeThis study aims to explore the mediating role of strategy. First, we examine whether strategy mediates the relationship between competitive pressure and SPM. Second, we examine whether the strategy mediates the relationship between stakeholder pressure and SPM.Design/methodology/approachThis study is designed as a quantitative study by utilizing partial least squares structural equation modeling (PLS-SEM) in order to test the hypotheses. A mediation model for the research framework was developed to investigate the mediating role of strategy.FindingsUsing a sample of 546 managers from higher education institutions (HEIs) in Indonesia, the results show that both competitive pressure and stakeholder pressure have a positive direct effect on SPM. Strategy fully mediates the relationship between competitive pressure and SPM and strategy also partially mediates the relationship between stakeholder pressure and SPM. The findings suggest that the management of the HEIs in Indonesia needs to accommodate the dynamic trends in the competitive environment and the stakeholder’s interests when they develop the strategy used. They need to build a reliable SPM to effectively execute the strategy.Research limitations/implicationsThis study has the following limitations: (1) the use of PLS-SEM may raise the issue of causality; (2) this study focuses only on the antecedents of the SPM, and therefore future studies should investigate the consequences of the SPM on other variables; (3) this study is context-specific for Indonesia and caution should be used when generalizing it to other countries; (5) this study employs the primary data that may raise the issue of perception bias, and therefore future studies should try to develop proxies of variables using secondary data.Practical implicationsThis research provides a comprehensive understanding of the management of HEIs who wants to enhance their SPM. This suggests that management needs to verify the role of strategy. In the era of global competition in higher education, management needs to start from the dynamics of competitive intensity and stakeholder interest. Competition and cooperation need to be considered in their strategies if they want to survive in the higher education industry. Finally, management must be aware that they are now assessed using quantitative indicators, standardized processes, and algorithms, and therefore they need to have a more reliable SPM.Social implicationsAs the global competition increases in higher education, this research provides a model on how to improve the good university governance involving the strategy and the SPM. Higher education plays an extremely important role in society. This study provides a model that can be used by society to have better control of the HEIs by demanding improved good governance. This research provides empirical evidence of the importance of the strategy and the SPM. The society will get more benefits in terms of improved transparency, accountability, fairness, and responsibility of the HEIs.Originality/valueThis is the first study that explores the links between competitive pressure, stakeholder pressure, strategy and SPM in Indonesian HEIs. It provides empirical evidence in the HEIs research setting for the industry/organization (I/O) theory of competitive advantage which focuses on the external factors. It also supports the resource-based view (RBV) model of competitive advantage which focuses on internal factors.

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Section: Introductionmentioning

confidence: 99%

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Soewarno

Tjahjadi

2020

BIJ

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“…However, firms' adoption of PSS can be motivated by a wide variety of other factors driven by ongoing innovation and digitalization. Firms can offer PSS on the market to differentiate their output and attract new customers, to increase the stability of revenues, to reduce costs, to create competitive advantages, or to get access to information about the product's performance during its use phase (Barquet et al, 2013;Amor et al, 2018). Yet, consumers often appear reluctant to adopt PSS (Mont, 2002;Mont, 2004;Martinez et al, 2010;Catulli, 2012;Edbring et al, 2016;Bardhi & Eckhardt, 2017;Hobson et al, 2018;Vaittinen et al, 2018), even when monetary benefits can be identified or when exhibiting pro-environmental attitudes.…”

Section: Introductionmentioning

confidence: 99%

Millennials’ acceptance of product-service systems: Leasing smartphones in Flanders (Belgium)

Rousseau

2020

Journal of Cleaner Production

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This study aims to determine the main factors shaping millennials' willingness to consider leasing a smartphone in Flanders (Belgium). An innovative approach, namely a discrete choice experiment (DCE), is adopted to address this issue. A DCE is a quantitative, survey-based, technique used for eliciting individual preferences. The results show that support for leasing smartphones cannot be taken for granted. Three consumer classes had significantly different attitudes, revealing that a majority of respondents were not open to leasing smartphones. The main barriers were the uncertainty regarding the consequences of entering into a lease contract, financial considerations and the role smartphones play in determining the self-identity of young consumers. Environmental concerns, financial considerations and a desire to own the latest model were stated as possible drivers of adopting such a product-service system.

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“…Compared with other two service strategies, the PSS provides integrated tangible and intangible service and the network consists of suppliers, service providers, consumers and other supporting units. 25,26 For example, Mori Seiki, who is a machine tool manufacturer, and Wollschla¨ger, who offers a tool cabinet based on the remote service technology, work closely and provide value-added service for their common customers, such as maintenance, field service, spare parts business and customer training, and remote service. 27 Thus, a PSS provider and its partners need to align their profit incentive mechanism, rather than a simple formal relationship.…”

Section: Comparison Of the Pssc Applicationsmentioning

confidence: 99%

Status review and research strategies on product-service supply chain

Elomri

Zhang

et al. 2020

Proceedings of the Institution of Mechanical Engineers, Part B:

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This study draws a holistic view of the supply chain with three service strategies – namely, after-sales service; maintenance, repair and operations; and the product-service system – by analysing over 71 articles in this field. In this investigation, the content analysis is used to scrutinize the research to establish the knowledge, reveal the research opportunities and propose research strategies. The supply chain for product-service system depends more heavily on the implementation of the cooperation, collaboration and integration principles in operation. However, a complete analysis reveals that those crucial principles did not embody in current literature. Current research also failed to discuss the service operation decisions by modelling the intricate relations among them in a broad product-service supply chain context. Thus, the future research directions include developing service demand forecasting models; combining the time-series methods and the causal methods; establishing service resource planning models; addressing the relations between service deliverables, service capacity and the service resource; and strengthening the quantitative evaluation of the product-service supply chain performance with a systemic view. Moreover, by addressing the principles of cooperation, collaboration and integration, the added values of this review are the proposed research strategies for integrated forecasting of product services, integrated product-service resource allocation and scheduling, and systematic performance evaluation of the product-service supply chain. The findings and the proposed research strategies develop an in-depth understanding of product-service supply chain applications and serve as a basis for future research.

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Revisiting industrial organization: Product service systems insight

Cited by 13 publications

References 93 publications

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Millennials’ acceptance of product-service systems: Leasing smartphones in Flanders (Belgium)

Status review and research strategies on product-service supply chain

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