Towards a Reliability Diagnosis for Servitization Decision-making Process

Dahmani, Sarra; Boucher, Xavier; Gourc, Didier; Peillon, Sophie; Marmier, François

doi:10.1016/j.procir.2014.02.013

Cited by 5 publications

(2 citation statements)

References 11 publications

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“…The consolidated search string adopted in this research, defined based on a combination of a set of synonymous for "PSS" and "best practices" is defined as (("product/service-system" OR "PSS" OR "servitization" OR "integrated product service") AND ("practice" OR "tools" OR "success factors" OR "method" OR "framework" OR "approach or guideline")). Servitization was added as a keyword due to the fact that PSS is often implemented by manufacturing companies by means of servitization [32]- [36].…”

Section: Systematic Literature Review For the Identification Of Best mentioning

confidence: 99%

Maturity-based approach for the development of environmentally sustainable product/service-systems

Pigosso

McAloone

2016

CIRP Journal of Manufacturing Science and Technology

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Section: Systematic Literature Review For the Identification Of Best mentioning

confidence: 99%

Maturity-based approach for the development of environmentally sustainable product/service-systems

Pigosso

McAloone

2016

CIRP Journal of Manufacturing Science and Technology

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“…According to Dahmani et al [11], the decision-making process during servitization passes through three macro processes: (i) design of a product-service solution, (ii) transformation of a traditional BM to servitized BM and, (iii) organizational change needed to support the new BM.…”

Section: Introductionmentioning

confidence: 99%

An Analysis of Buyer-supplier Integration for Servitization Strategies

et al. 2016

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The Business Model (BM) transformation process, changing from a traditional manufacturing BM to BM focused on servitization (servitized BM), may increase the management complexity, which is also reflected in a need of superior levels of organizational knowledge. Therefore, one alternative to deal with this challenge is by acquiring knowledge from suppliers. However, there is still a lack of studies analyzing the collaboration intensity and knowledge transfer with suppliers to be successful in the BM transformation for servitization. Thus, this paper aims to understand how companies deal with suppliers' knowledge integration aiming for servitization and to understand the knowledge transfer dynamics in this integration. Aiming this, we adapted to the context of servitized solutions development, the framework proposed by Le Dain and Merminod (2014) for supplier integration in collaborative new product development (NPD), which combines three typical supplier involvement configurations (black, grey and white box integration) with the three knowledge sharing levels proposed by Carlile (2004) (transfer, translation and transformation). By means of a multiple-case study analysis of seven multinational companies, we first reinterpreted the three classical supplier integration configuration, showing how they can happen in servitization; then, we analyzed the levels of knowledge sharing that are present in each one of the three suppliers' involvement configurations. Our results show differences of the framework when compared to the original one for supplier involvement. We also discuss causes of such a difference between purely product development and servitized product development.

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