Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Servitization of global service network actors: A contingency framework for matching challenges and strategies in service transition
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.ORCID iD: 0000-0002-8939-5509
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.ORCID iD: 0000-0001-5464-2007
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering. University of Vaasa, Vaasa, Finland.ORCID iD: 0000-0003-3255-414X
2019 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978Article in journal (Refereed) Epub ahead of print
Abstract [en]

Servitization is a rising trend across manufacturing companies, but it is not achievable without the corresponding transition of the manufacturers’ service network. Despite the key role of service network actors, their servitization pathways are not widely understood. Thus, the purpose of this paper is to understand how diverse service network actors approach servitization under varying conditions. Findings are derived from an exploratory case study of eight service network actors for a global construction equipment manufacturer. The analysis reveals that service network actors face major capability-(lack of service provision capabilities, lack of service provision vision) and market-related challenges (unfavorable local conditions, low customer service readiness) that hinder their transformation. The analysis also reveals four unique servitization strategies (service extension, service benchmarking, digitalization, customer co-creation) that service network actors implement. A contingency framework is proposed to explain which challenges can be matched with which servitization strategies to achieve service network servitization. 

Place, publisher, year, edition, pages
Elsevier, 2019.
Keywords [en]
Challenges, Distributor, Ecosystem, Product-Service Systems (PSS), Service networks, Servitization
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
URN: urn:nbn:se:ltu:diva-72822DOI: 10.1016/j.jbusres.2019.01.032OAI: oai:DiVA.org:ltu-72822DiVA, id: diva2:1286801
Available from: 2019-02-07 Created: 2019-02-07 Last updated: 2019-02-07

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records BETA

Reim, WiebkeSjödin, DavidParida, Vinit

Search in DiVA

By author/editor
Reim, WiebkeSjödin, DavidParida, Vinit
By organisation
Business Administration and Industrial Engineering
In the same journal
Journal of Business Research
Other Engineering and Technologies not elsewhere specified

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 44 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf