Interactively developed capabilities:evidence from dyadic servitization relationships
Interactively developed capabilities:evidence from dyadic servitization relationships
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DOI：
10.1108/ijopm-08-2015-0512
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发表时间：
2017-03
影响因子：
9.9
通讯作者：
C. Raddats;J. Zolkiewski;V. Story;Jamie Burton;Tim Baines;A. Bigdeli
中科院分区：
文献类型：
--
作者：
C. Raddats;J. Zolkiewski;V. Story;Jamie Burton;Tim Baines;A. Bigdeli
目的-本白皮书挑战了许多资源/能力研究的焦点企业视角，确定了二元视角如何有助于确定服务化所需的能力。设计/方法/方法--探索性研究，包括五个部门的七个二元关系。调查结果--应该认识到能力的另一个维度；无论它们是独立开发的，还是(与另一行为者)交互开发的。确定了以下互动开发能力的例子：知识开发，即合作伙伴互动交流以了解能力；服务支持，制造商与供应商和客户合作，以支持新服务的提供；服务开发，合作伙伴互动，以优化现有服务的性能；风险管理，客户与制造商合作，管理产品采购/运营的风险。为了阐明这些发现，作者提出了六个命题。研究影响/限制-当两个或更多参与者互动以创造价值时，就会产生互动开发的能力。互动开发的能力不只存在于一家公司，因此不能单独成为一家公司的竞争优势来源。服务化所需的许多能力都是互动的，但很少受到研究关注。这项研究没有提供交互开发的能力的详尽清单，但证明了它们存在于制造商/供应商和制造商/客户二元组中。实际影响-制造商需要了解如何互动地开发能力以创造竞争优势和价值，并确定可以与哪些参与者一起开发这些能力。原创性/价值--以前的研究主要关注焦点企业内部的关系能力。这项研究扩展了现有的理论，将互动发展的能力包括在内。本文认为，互动性是行为者互补能力的一个关键维度。
Purpose – The paper challenges the focal firm perspective of much resource/capability research, identifying how a dyadic perspective facilitates identification of capabilities required for servitization. Design/methodology/approach – Exploratory study consisting of seven dyadic relationships in five sectors. Findings – An additional dimension of capabilities should be recognised; whether they are developed independently or interactively (with another actor). The following examples of interactively developed capabilities are identified: knowledge development, where partners interactively communicate to understand capabilities; service enablement, manufacturers work with suppliers and customers to support delivery of new services; service development, partners interact to optimise performance of existing services; risk management, customers work with manufacturers to manage risks of product acquisition/operation. Six propositions were developed to articulate these findings. Research implications/limitations – Interactively developed capabilities are created when two or more actors interact to create value. Interactively developed capabilities do not just reside within one firm and, therefore, cannot be a source of competitive advantage for one firm alone. Many of the capabilities required for servitization are interactive, yet have received little research attention. The study does not provide an exhaustive list of interactively developed capabilities, but demonstrates their existence in manufacturer/supplier and manufacturer/customer dyads. Practical implications – Manufacturers need to understand how to develop capabilities interactively to create competitive advantage and value and identify other actors with whom these capabilities can be developed. Originality/value – Previous research has focused on relational capabilities within a focal firm. This study extends existing theories to include interactively developed capabilities. The paper proposes that interactivity is a key dimension of actors’ complementary capabilities.