What drives product-service integration? An abductive study of decision-makers’ motives and value strategies

Abstract

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Toward a multilevel perspective on digital servitization

“…Lenka et al (2018a) showed how microfoundations can facilitate servitization transition by countering organizational resistance. Coreynen et al (2020) found that differences in decision-makers' motivationswhether they were driven by the need for achievement, affiliation or power - (Alghisi and Saccani, 2015), its implementation requires a revision of the entire organizational constitution (Vendrell-Herrero et al, 2017;Bustinza et al, 2018).…”

Toward Servitized Research: An Integrated Approach for Sustainable Product-Service Innovation

“…Only recently, the study of the microfoundations of servitization has begun to take shape. For example, Lenka et al [67] identified several tactics that individuals adopt to overcome organizational resistance, and Coreynen et al [68] explored what motives drive decision-makers to integrate products and services. However, as far as we know, no study has investigated the microfoundations of sustainable PSI.…”

“…Strategies-Regarding strategy, some prior studies have simply asked firms if they consider the integration of products and services important, and whether they have developed a strategy (or plan) for its implementation [49,68]. Others asked similar questions about product-service innovation [40,94], or they combined digital with green servitization strategy measures [10].…”

“…Furthermore, because servitization is defined as a strategic transition to offer customers better value, prior servitization work has used Treacy and Wiersema's value disciplines framework [95] to explain different service strategies [14,35]. This framework describes three types of value that firms can offer (i.e., product leadership, customer intimacy and operational excellence) to differentiate themselves from the competition, has been operationalized by Reimann et al [96] for quantitative research purposes and recently used by Coreynen et al [68] to determine the strategic drivers of servitization.…”

“…However, different sectors can also consist of firms that offer either products and/or services. Therefore, Coreynen et al [49,68] introduced the product-service orientation (PSO) measure, involving a question making respondents select whether the firm mostly offers products (supported by additional services), or vice versa. In this way, within-sector heterogeneity in this regard can be captured.…”