Special Issue: Servitization 2013

II Conference on Business Servitization

Granada (Spain), 7 and 8 November 2013.

Conference web: http://www.servitization.org

 

EL PAPEL DE LOS RECURSOS INTANGIBLES BAJO LA LÓGICA DOMINANTE DE LA GESTION DE SERVICIOS

Gest editors: Ferran Vendrell (Universitat Politècnica de Cataluya), Oscar F. Bustinza (Universidad de Granada) & Daniel Arias Aranda (Universidad de Granada).

 

The fact that the provision of services generates higher margins than manufacturing has increased the incorporation of services in the portfolio of firms (Wise & Baumgartner, 1999). This process receives the name of Servitization (Vandermerwe and Rada, 1998), affecting a wide range of firms (Neely, 2008), from technology companies (Eggert et al., 2011) to creative ones (Parry et al., 2012 ).

According to the dominant logic in service management, consumer participation in the process involves a shift in the paradigm: from a goods transaction premise to an exchange of intangible resources (Vargo and Lusch, 2004). Learning and continuous adaptation to consumer needs are produced through the exchange of information and experience. The competitive advantages arising from the management of services are frequently more sustainable over time because they are based on intangibles; which hinders the competitor’s ability to imitate (Heskett et al., 2003). However, consumer participation in the service is in itself a source of uncertainty (Giannakis, 2011), which requires coordination mechanisms (Larsson and Bowen, 1989). This special issue in Intangible Capital is focused on analyzing the following issues concerning the relationship between the dominant logic of service management and the role of intangible resources:

  • Conceptualization of the main relevant dimensions in the servitizacion process and changes in business models.
  • Design and engineering of product-service systems (PSS)
  • Planning timing of the service incorporation in the product life cycle
  • Managing innovation and service operations in PSS
  • Analyze supply chain and production systems in the context of service management
  • Open Innovation Strategies in PSS
  • Service Operations Management
  • The link between intangible resources, services and global strategies
  • Quantitative and qualitative analysis of the link between intangible resource management and performance of service operations
  • Quantitative and qualitative analysis of the role of consumers in servitizacion processes and their impact on business performance.

Papers on related issues not explicitly listed above are also welcome. All submitted manuscripts must follow journal guidelines and be written in Spanish.

References

EGGERT, A.; HOGREVE, J.; ULAGA, W.; MUENKHOFF, E. (2011). Industrial services, product innovations, and firm profitability: a multiple-group latent growth curve analysis. Industrial Marketing Management, 40(2): 661–670.

GIANNAKIS, M. (2011). Management of service supply chains with a service-oriented reference model: the case of management consulting. Supply Chain Management: An International Journal, 16(5): 346-361.

HESKETT, J.L.; SASSER, W.E.; SCHLESINGER, L.A. (1997). The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value. New York: Simon and Schuster.

LARSSON, R.; BOWEN, D.E. (1989). Organization and customer: managing design and coordination of services. The Academy of Management Review, 14(2): 213-233.

NEELY. A. (2008). Exploring the financial consequences of the servitization of manufacturing. Operations Management Research, 1(2): 103–118.

PARRY, G.; BUSTINZA, O.F.; VENDRELL-HERRERO, F. (2012). Servitisation and value co-production in the UK music industry: an empirical study of consumer attitudes. International Journal of Production Economics, 135(1): 320–332.

VANDERMERWE, S.; RADA, J. (1988). Servitization of business: adding value by adding service. European Management Journal, 6(4): 314–324.

VARGO, S.; LUSCH, R.F. (2008). Service-dominant logic: continuing the evolution. Journal of the Academy of Marketing Science, 36(1): 1–10.

WISE, R.; BAUMGARTNER, P. (1999). Go downstream: the new profit imperative in manufacturing. Harvard Business Review, 77(5): 133–141.