Framing the servitization transformation process: A model to understand and facilitate the servitization journey
Framing the servitization transformation process: A model to understand and facilitate the servitization journey
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DOI：
10.1016/j.ijpe.2019.07.036
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发表时间：
2020-03-01
影响因子：
12
通讯作者：
Schroeder, Andreas
中科院分区：
文献类型：
--
作者：
Baines, Tim;Bigdeli, Ali Ziaee;Schroeder, Andreas
服务化的概念在文献中已经确立，但制造商通过服务进行竞争的组织变革过程却很少受到关注。因此，本文开发了一个模型，使服务化过程的描述，组织变革的主要阶段，以及影响这些过程的力量。它是基于一系列的14个案例研究的过程中，随着时间的推移，服务在跨国制造商。这些案例的证据和分析被用来建立制造商经历四个阶段的组织成熟度（探索，参与，扩张和开发），通过这一组织的进步根据五个主要力量（客户拉动，技术推动，价值网络定位，组织准备和组织承诺）的压力。这种发展可以被描述为一种具有多重危机或临界点的业务增长模式。这项研究有助于我们理解服务化的过程，并提出了一个模型，可以用来解释进展。它还为制造商在开始服务化之旅时更好地做好准备提供了基础。
The concept of servitization is well established in the literature, and yet the processes of organisational change that manufacturers undergo to compete through services have received much less attention. Therefore, this paper develops a model that enables a description of the servitization processes, the principal stages of organisational change, and the forces impacting these processes. It is based on a series of 14 case studies of the process of servitization over time in multinational manufacturers. Evidence and analysis from these cases are used to establish that manufacturers undergo four stages of organisational maturity (Exploration, Engagement, Expansion and Exploitation), through which an organisation progresses according to the pressures of five principal forces (customer pull, technology push, value network positioning, organisational readiness, and organisational commitment). This progression can be characterised as a business growth model with multiple crises or tipping points. This research contributes to our understanding of the process of servitization and proposes a model which can be used to explain progression. It also forms the basis to better prepare manufacturers as to what to expect as they embark on a servitization journey.