Redefining Organisational Capability for Value Co-creation in Complex Engineering Service Systems

  • Irene Ng
  • Sai Nudurupati
  • Jason Williams
Part of the Decision Engineering book series (DECENGIN)


There is evidence that service transformation is bringing substantial benefits to traditional design and manufacturing organisations leading them to invest in transforming into service firms co-creating value with their customers. However there is lack of understanding in how these organisations can effectively and efficiently (re)design their service delivery to co-create value with customer to attain optimal benefits. This chapter explains the seven key attributes that are essential in value co-creation: complementary competencies, empowerment and control, behavioural alignment, process alignment, behavioural transformation, firm’s expectations and customer’s expectations. It describes how the seven attributes demand the need for organisational structural change. The chapter then describes how the six dimensions of organisational capability, i.e., competence, capacity, culture, structure, systems and infrastructure should be redefined for better value co-creation and proposes key actions organisations need to take to develop the capability for value co-creation. In doing so the chapter provides a starting point for organisations to understand and begin to plan how their organisational capability could be re-configured for enhanced co-creation of value.


Service Delivery Organisational Boundary Organisational Capability Process Alignment Service Capability 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer-Verlag London Limited  2011

Authors and Affiliations

  1. 1.University of Exeter Business SchoolExeterUK
  2. 2.Manchester Metropolitan University Business SchoolManchesterUK

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