Paths to service capability development for servitization: Examining an internal service ecosystem

Marin Jovanovic*, Jawwad Z. Raja, I. Visnjic, F. Wiengarten

*Autor correspondiente de este trabajo

Producción científica: Artículo en revista indizadaArtículorevisión exhaustiva

52 Citas (Scopus)

Resumen

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.

Idioma originalInglés
Páginas (desde-hasta)472-485
Número de páginas14
PublicaciónJournal of Business Research
Volumen104
DOI
EstadoPublicada - nov 2019
Publicado de forma externa

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