合同制造中的服务化——来自极地商业案例的证据

E. Viitamo, S. Luoto, T. Seppälä
{"title":"合同制造中的服务化——来自极地商业案例的证据","authors":"E. Viitamo, S. Luoto, T. Seppälä","doi":"10.1108/SO-04-2016-0014","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThis paper aims to contribute to the scholarly debate on the origins and nature of industrial servitization. By resorting to contract manufacturing (CM) as an empirical case, it is posited that any product-service solution that a manufacturing firm is capable of delivering on a competitive basis mirrors its goals in value creation and capture, positioning within its value networks and the pool of assets and competences it holds. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nTo support this argument, a comparative case study of two CM firms that represent polar cases in the industry was conducted. The primary data were collected through participatory methodology, observations and semi-structured interviews of company representatives. The business experiences of an industry practitioner provided a distinct contribution to the content analysis and modelling. \n \n \n \n \nFindings \n \n \n \n \nIt was concluded that servitization becomes endogenous as contract manufacturers aim for higher profitability through the insource of customer activities and hence extend their offering downstream in the supply chain. The findings suggest that the way out of the servitization trap is a shift toward original design and manufacturing business, where high value-adding modules are insourced and integrated into replicable solutions for various types of customers and market segments. \n \n \n \n \nResearch limitations/implications \n \n \n \n \nThe generalization of the conclusion is constrained by the limited focus on two cases only. More industry and company data are therefore required to further validate this argument. Particularly valuable will be the data on the intermediate business models between the two polar cases. \n \n \n \n \nOriginality/value \n \n \n \n \nBuilding on contested business practices, this paper outlines the logic of competitive strategy in CM on the basis of specific characteristics and implications of the various business concepts. In this case, the principal drivers of servitization are the acquisition of supporting capabilities and insourcing of customer activities. The case study method integrates theory with academic observation and managerial experiences.","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"121 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2016-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"4","resultStr":"{\"title\":\"Servitization in contract manufacturing – evidence from Polar business cases\",\"authors\":\"E. Viitamo, S. Luoto, T. Seppälä\",\"doi\":\"10.1108/SO-04-2016-0014\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nThis paper aims to contribute to the scholarly debate on the origins and nature of industrial servitization. By resorting to contract manufacturing (CM) as an empirical case, it is posited that any product-service solution that a manufacturing firm is capable of delivering on a competitive basis mirrors its goals in value creation and capture, positioning within its value networks and the pool of assets and competences it holds. \\n \\n \\n \\n \\nDesign/methodology/approach \\n \\n \\n \\n \\nTo support this argument, a comparative case study of two CM firms that represent polar cases in the industry was conducted. The primary data were collected through participatory methodology, observations and semi-structured interviews of company representatives. The business experiences of an industry practitioner provided a distinct contribution to the content analysis and modelling. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nIt was concluded that servitization becomes endogenous as contract manufacturers aim for higher profitability through the insource of customer activities and hence extend their offering downstream in the supply chain. The findings suggest that the way out of the servitization trap is a shift toward original design and manufacturing business, where high value-adding modules are insourced and integrated into replicable solutions for various types of customers and market segments. \\n \\n \\n \\n \\nResearch limitations/implications \\n \\n \\n \\n \\nThe generalization of the conclusion is constrained by the limited focus on two cases only. More industry and company data are therefore required to further validate this argument. Particularly valuable will be the data on the intermediate business models between the two polar cases. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nBuilding on contested business practices, this paper outlines the logic of competitive strategy in CM on the basis of specific characteristics and implications of the various business concepts. In this case, the principal drivers of servitization are the acquisition of supporting capabilities and insourcing of customer activities. The case study method integrates theory with academic observation and managerial experiences.\",\"PeriodicalId\":319712,\"journal\":{\"name\":\"Strategic Outsourcing: An International Journal\",\"volume\":\"121 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2016-11-21\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"4\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Strategic Outsourcing: An International Journal\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/SO-04-2016-0014\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Strategic Outsourcing: An International Journal","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/SO-04-2016-0014","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 4

摘要

摘要本文旨在为有关工业服务化的起源和本质的学术争论提供参考。通过将合同制造(CM)作为经验案例,假设制造企业能够在竞争基础上提供的任何产品服务解决方案都反映了其在价值创造和获取方面的目标,在其价值网络中定位,以及它所拥有的资产和能力池。设计/方法/方法为了支持这一论点,对两家代表该行业两极案例的CM公司进行了比较案例研究。主要数据是通过参与式方法、观察和对公司代表的半结构化访谈收集的。行业从业者的业务经验为内容分析和建模提供了独特的贡献。研究结果表明,服务化成为内生的,因为合同制造商的目标是通过客户活动的内源获得更高的盈利能力,从而扩展其在供应链下游的服务。研究结果表明,摆脱服务化陷阱的方法是向原始设计和制造业务转变,其中高附加值模块被内包并集成到各种类型的客户和细分市场的可复制解决方案中。研究局限/启示结论的概括受限于对两个案例的有限关注。因此,需要更多的行业和公司数据来进一步验证这一论点。特别有价值的是关于这两种极端情况之间的中间商业模式的数据。本文以有争议的商业实践为基础,在各种商业概念的具体特征和含义的基础上,概述了CM中竞争战略的逻辑。在这种情况下,服务化的主要驱动力是获得支持能力和内包客户活动。案例研究法将理论与学术观察和管理经验相结合。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Servitization in contract manufacturing – evidence from Polar business cases
Purpose This paper aims to contribute to the scholarly debate on the origins and nature of industrial servitization. By resorting to contract manufacturing (CM) as an empirical case, it is posited that any product-service solution that a manufacturing firm is capable of delivering on a competitive basis mirrors its goals in value creation and capture, positioning within its value networks and the pool of assets and competences it holds. Design/methodology/approach To support this argument, a comparative case study of two CM firms that represent polar cases in the industry was conducted. The primary data were collected through participatory methodology, observations and semi-structured interviews of company representatives. The business experiences of an industry practitioner provided a distinct contribution to the content analysis and modelling. Findings It was concluded that servitization becomes endogenous as contract manufacturers aim for higher profitability through the insource of customer activities and hence extend their offering downstream in the supply chain. The findings suggest that the way out of the servitization trap is a shift toward original design and manufacturing business, where high value-adding modules are insourced and integrated into replicable solutions for various types of customers and market segments. Research limitations/implications The generalization of the conclusion is constrained by the limited focus on two cases only. More industry and company data are therefore required to further validate this argument. Particularly valuable will be the data on the intermediate business models between the two polar cases. Originality/value Building on contested business practices, this paper outlines the logic of competitive strategy in CM on the basis of specific characteristics and implications of the various business concepts. In this case, the principal drivers of servitization are the acquisition of supporting capabilities and insourcing of customer activities. The case study method integrates theory with academic observation and managerial experiences.
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
自引率
0.00%
发文量
0
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信