Interactively developed capabilities: evidence from dyadic servitization relationships

• Published in: International journal of operations & production management Vol. 37; no. 3; pp. 382 - 400
• Main Authors: Raddats, Chris, Zolkiewski, Judy, Story, Vicky Mary, Burton, Jamie, Baines, Tim, Ziaee Bigdeli, Ali
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 06.03.2017; Emerald Group Publishing Limited
• Subjects: Competition; Competitive advantage; Customer services; Customers; Literature reviews; OEM; Operations management; Production management; Risk management; Suppliers; Buyer-supplier relationships; Dyad; Dynamic capabilities; Resources; Servitization; Operational capabilities
• DOI: 10.1108/IJOPM-08-2015-0512
• ISSN: 0144-3577

Purpose The purpose of this paper is to challenge the focal firm perspective of much resource/capability research, identifying how a dyadic perspective facilitates identification of capabilities required for servitization. Design/methodology/approach Exploratory study consisting of seven dyadic relationships in five sectors. Findings An additional dimension of capabilities should be recognised; whether they are developed independently or interactively (with another actor). The following examples of interactively developed capabilities are identified: knowledge development, where partners interactively communicate to understand capabilities; service enablement, manufacturers work with suppliers and customers to support delivery of new services; service development, partners interact to optimise performance of existing services; risk management, customers work with manufacturers to manage risks of product acquisition/operation. Six propositions were developed to articulate these findings. Research limitations/implications Interactively developed capabilities are created when two or more actors interact to create value. Interactively developed capabilities do not just reside within one firm and, therefore, cannot be a source of competitive advantage for one firm alone. Many of the capabilities required for servitization are interactive, yet have received little research attention. The study does not provide an exhaustive list of interactively developed capabilities, but demonstrates their existence in manufacturer/supplier and manufacturer/customer dyads. Practical implications Manufacturers need to understand how to develop capabilities interactively to create competitive advantage and value and identify other actors with whom these capabilities can be developed. Originality/value Previous research has focussed on relational capabilities within a focal firm. This study extends existing theories to include interactively developed capabilities. The paper proposes that interactivity is a key dimension of actors’ complementary capabilities.