Context matters: how internal and external factors impact servitization

Research output: Contribution to journalArticle

Abstract

The study investigates how internal and external context factors impact a manufacturer’s servitization process (i.e. the strategic transformation from competing through products towards competing through services). A theoretical framework was developed that integrates a multi-stage conceptualisation of servitization with a focus on the wide range of internal and external context factors that support or oppose the transformation. The study draws on the collective experiences of 25 senior executives from 17 servitizing small- and medium-sized manufacturers, using a focus group-based enquiry method. The findings recognise servitization as a multi-stage transformation process with each stage being exposed to different context factors. The findings identify a wide range of context factors and show how their specific impact varies depending on the manufacturer’s servitization stage. Several theoretical and practical implications are provided.
Original languageEnglish
JournalProduction Planning and Control
DOIs
Publication statusPublished - 5 Dec 2019

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Service economy
External factors
Internal factors
Factors
Conceptualization
Impact factor
Focus groups
Transformation process
Theoretical framework

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis Group in Production Planning & Control on 5 Dec 2019, available online at: http://www.tandfonline.com/10.1080/09537287.2019.1699195

Keywords

  • Servitization
  • organisational change
  • organisational context
  • transformation

Cite this

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title = "Context matters: how internal and external factors impact servitization",
abstract = "The study investigates how internal and external context factors impact a manufacturer’s servitization process (i.e. the strategic transformation from competing through products towards competing through services). A theoretical framework was developed that integrates a multi-stage conceptualisation of servitization with a focus on the wide range of internal and external context factors that support or oppose the transformation. The study draws on the collective experiences of 25 senior executives from 17 servitizing small- and medium-sized manufacturers, using a focus group-based enquiry method. The findings recognise servitization as a multi-stage transformation process with each stage being exposed to different context factors. The findings identify a wide range of context factors and show how their specific impact varies depending on the manufacturer’s servitization stage. Several theoretical and practical implications are provided.",
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