Abstract
Despite the numerous benefits that the implementation of a servitization strategy can bring to manufacturing companies, several challenges have to be faced. Among others, changes in competences, resources, organisational structure and value network relationships are required in order to create, capture and deliver new value. In such a context, this paper investigates how the servitization level of a product-service offering impacts on a product-service provider as well as on its value-creation network. A theoretical conceptual model, derived from literature, is developed and then expanded into an explanatory conceptual framework through a case-based methodology. Evidence from the empirical investigation is then discussed and summarised into twelve propositions. Finally, contribution to both theory and practice, as well as some directions for future research, is pointed out.
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Acknowledgements
The research leading to these results has received funding from the European Community’s Seventh Framework Programme (FP7/2007–2013) under grant agreement no PIRSES-GA-2010-269322.
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Resta, B., Gaiardelli, P., Cavalieri, S., Dotti, S. (2016). Designing and Configuring the Value Creation Network for Servitization. In: Borangiu, T., Dragoicea, M., Nóvoa, H. (eds) Exploring Services Science. IESS 2016. Lecture Notes in Business Information Processing, vol 247. Springer, Cham. https://doi.org/10.1007/978-3-319-32689-4_35
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