TY - JOUR
T1 - Paths to service capability development for servitization
T2 - Examining an internal service ecosystem
AU - Jovanovic, Marin
AU - Raja, Jawwad Z.
AU - Visnjic, I.
AU - Wiengarten, F.
N1 - Funding Information:
Ivanka Visnjic and Marin Jovanovic acknowledge financial support from the Spanish Ministry of Science, Innovation and Universities, Reference: PGC2018-101022-A-100 “SERSISTEMICS”. The authors are also very grateful for the insightful and constructive comments from the anonymous reviewers. Finally, the authors would like to express their sincere gratitude to the Guest Editors for the support throughout the review process.
Funding Information:
Ivanka Visnjic and Marin Jovanovic acknowledge financial support from the Spanish Ministry of Science, Innovation and Universities , Reference: PGC2018-101022-A-100 “SERSISTEMICS”. The authors are also very grateful for the insightful and constructive comments from the anonymous reviewers. Finally, the authors would like to express their sincere gratitude to the Guest Editors for the support throughout the review process.
Publisher Copyright:
© 2019 Elsevier Inc.
PY - 2019/11
Y1 - 2019/11
N2 - There is a need to examine the internal service ecosystem perspective to understand how the capability development process unfolds. To achieve this, an embedded case study of ten subsidiaries of a large multinational capital equipment manufacturer was conducted to analyze how front- and back-office capability development progresses across the subsidiaries. Three different paths for capability development were identified, indicating: (i) the sequential development of capabilities and capability renewal; (ii) difficulties of capability replication; and (iii) capability retrenchment and service dilution. It is argued that a lack of interaction between the front- and back-office may constrain progress in terms of realizing efficiencies through the standardization of offerings, processes, and performance measures. Important managerial implications indicate the need to manage an internal service ecosystem that allows for capability replication, which requires a strong center to leverage learning.
AB - There is a need to examine the internal service ecosystem perspective to understand how the capability development process unfolds. To achieve this, an embedded case study of ten subsidiaries of a large multinational capital equipment manufacturer was conducted to analyze how front- and back-office capability development progresses across the subsidiaries. Three different paths for capability development were identified, indicating: (i) the sequential development of capabilities and capability renewal; (ii) difficulties of capability replication; and (iii) capability retrenchment and service dilution. It is argued that a lack of interaction between the front- and back-office may constrain progress in terms of realizing efficiencies through the standardization of offerings, processes, and performance measures. Important managerial implications indicate the need to manage an internal service ecosystem that allows for capability replication, which requires a strong center to leverage learning.
KW - Front- and back-office
KW - Internal service ecosystem
KW - Service capability development
KW - Servitization
UR - http://www.scopus.com/inward/record.url?scp=85066272515&partnerID=8YFLogxK
U2 - 10.1016/j.jbusres.2019.05.015
DO - 10.1016/j.jbusres.2019.05.015
M3 - Article
AN - SCOPUS:85066272515
SN - 0148-2963
VL - 104
SP - 472
EP - 485
JO - Journal of Business Research
JF - Journal of Business Research
ER -