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Context matters: how internal and external factors impact servitization

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Context matters: how internal and external factors impact servitization. / Dmitrijeva, Jekaterina; Schroeder, Andreas; Bigdeli, Ali Ziaee et al.
In: Production Planning and Control, Vol. 31, No. 13, 01.04.2020, p. 1077-1097.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Dmitrijeva, J, Schroeder, A, Bigdeli, AZ & Baines, T 2020, 'Context matters: how internal and external factors impact servitization', Production Planning and Control, vol. 31, no. 13, pp. 1077-1097. https://doi.org/10.1080/09537287.2019.1699195

APA

Dmitrijeva, J., Schroeder, A., Bigdeli, A. Z., & Baines, T. (2020). Context matters: how internal and external factors impact servitization. Production Planning and Control, 31(13), 1077-1097. https://doi.org/10.1080/09537287.2019.1699195

Vancouver

Dmitrijeva J, Schroeder A, Bigdeli AZ, Baines T. Context matters: how internal and external factors impact servitization. Production Planning and Control. 2020 Apr 1;31(13):1077-1097. doi: 10.1080/09537287.2019.1699195

Author

Dmitrijeva, Jekaterina ; Schroeder, Andreas ; Bigdeli, Ali Ziaee et al. / Context matters : how internal and external factors impact servitization. In: Production Planning and Control. 2020 ; Vol. 31, No. 13. pp. 1077-1097.

Bibtex

@article{55a7ae2aca1945afbf9697980c087649,
title = "Context matters: how internal and external factors impact servitization",
abstract = "The study investigates how internal and external context factors impact a manufacturer{\textquoteright}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{\textquoteright}s servitization stage. Several theoretical and practical implications are provided.",
keywords = "Servitization, organisational change, organisational context, transformation",
author = "Jekaterina Dmitrijeva and Andreas Schroeder and Bigdeli, {Ali Ziaee} and Tim Baines",
year = "2020",
month = apr,
day = "1",
doi = "10.1080/09537287.2019.1699195",
language = "English",
volume = "31",
pages = "1077--1097",
journal = "Production Planning and Control",
issn = "0953-7287",
publisher = "Taylor and Francis Ltd.",
number = "13",

}

RIS

TY - JOUR

T1 - Context matters

T2 - how internal and external factors impact servitization

AU - Dmitrijeva, Jekaterina

AU - Schroeder, Andreas

AU - Bigdeli, Ali Ziaee

AU - Baines, Tim

PY - 2020/4/1

Y1 - 2020/4/1

N2 - 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.

AB - 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.

KW - Servitization

KW - organisational change

KW - organisational context

KW - transformation

U2 - 10.1080/09537287.2019.1699195

DO - 10.1080/09537287.2019.1699195

M3 - Journal article

VL - 31

SP - 1077

EP - 1097

JO - Production Planning and Control

JF - Production Planning and Control

SN - 0953-7287

IS - 13

ER -