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Paradoxes in Servitization

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Abstract

This chapter focuses on the paradoxical tensions companies face when servitizing their business model. We utilize the paradox theory, and reconstruct the Smith and Lewis (2011) model for servitization context, to enable companies to analyze and understand the paradoxical tensions they encounter when implementing the service transition. We outline the paradox theory, and define a variety of organizational paradoxes caused by the tension generated when implementing servitization while trying to maintain efficiency of product manufacturing (paradox of performing).

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Author information

Authors and Affiliations

  1. University of Vaasa, Vaasa, Finland

    Marko Kohtamäki, Rodrigo Rabetino & Suvi Einola

Authors
  1. Marko Kohtamäki
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  2. Rodrigo Rabetino
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  3. Suvi Einola
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Corresponding author

Correspondence to Marko Kohtamäki .

Editor information

Editors and Affiliations

  1. University of Vaasa, Vaasa, Finland

    Marko Kohtamäki

  2. Aston Business School, Aston University, Birmingham, United Kingdom

    Tim Baines

  3. University of Vaasa, Vaasa, Finland

    Rodrigo Rabetino

  4. Aston Business School, Aston University, Birmingham, United Kingdom

    Ali Z. Bigdeli

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Kohtamäki, M., Rabetino, R., Einola, S. (2018). Paradoxes in Servitization. In: Kohtamäki, M., Baines, T., Rabetino, R., Bigdeli, A. (eds) Practices and Tools for Servitization. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-76517-4_10

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