Match or Mismatch: Strategy-Structure Configurations in the Service Business of Manufacturing Companies
A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some companies, such as Kone and IBM, the revenues from services are 50% or more of their total sales. Despite the increasing interest in exploring variou...
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| Published in | Journal of service research : JSR Vol. 13; no. 2; pp. 198 - 215 |
|---|---|
| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
SAGE Publications
01.05.2010
Sage Periodicals Press SAGE PUBLICATIONS, INC |
| Subjects | |
| Online Access | Get full text |
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| Abstract | A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some companies, such as Kone and IBM, the revenues from services are 50% or more of their total sales. Despite the increasing interest in exploring various aspects of the service part of the business in manufacturing companies, existing research has not focused on the interdependencies between different service strategies and organizational designs. This article studies different service strategies in manufacturing companies and highlights the organizational design necessary for implementing each service strategy. The service strategies explored are aftersales service providers, customer support service providers, outsourcing partners, and development partners. Each service strategy is supported by organizational design factors related to the service orientation of corporate culture, the service orientation of human resource management, and the service orientation of organizational structures. This research concludes that a specific strategy-structure configuration is needed in order to succeed with a chosen service strategy. |
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| AbstractList | A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some companies, such as Kone and IBM, the revenues from services are 50% or more of their total sales. Despite the increasing interest in exploring various aspects of the service part of the business in manufacturing companies, existing research has not focused on the interdependencies between different service strategies and organizational designs. This article studies different service strategies in manufacturing companies and highlights the organizational design necessary for implementing each service strategy. The service strategies explored are aftersales service providers, customer support service providers, outsourcing partners, and development partners. Each service strategy is supported by organizational design factors related to the service orientation of corporate culture, the service orientation of human resource management, and the service orientation of organizational structures. This research concludes that a specific strategy-structure configuration is needed in order to succeed with a chosen service strategy. A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some companies, such as Kone and IBM, the revenues from services are 50% or more of their total sales. Despite the increasing interest in exploring various aspects of the service part of the business in manufacturing companies, existing research has not focused on the interdependencies between different service strategies and organizational designs. This article studies different service strategies in manufacturing companies and highlights the organizational design necessary for implementing each service strategy. The service strategies explored are aftersales service providers, customer support service providers, outsourcing partners, and development partners. Each service strategy is supported by organizational design factors related to the service orientation of corporate culture, the service orientation of human resource management, and the service orientation of organizational structures. This research concludes that a specific strategy-structure configuration is needed in order to succeed with a chosen service strategy. [PUBLICATION ABSTRACT] |
| Author | Gebauer, Heiko Witell, Lars Edvardsson, Bo Gustafsson, Anders |
| Author_xml | – sequence: 1 givenname: Heiko surname: Gebauer fullname: Gebauer, Heiko email: heiko.gebauer@unisg.ch organization: University of St. Gallen, St. Gallen, Switzerland – sequence: 2 givenname: Bo surname: Edvardsson fullname: Edvardsson, Bo organization: Karlstad University, Karlstad, Sweden – sequence: 3 givenname: Anders surname: Gustafsson fullname: Gustafsson, Anders organization: Karlstad University, Karlstad, Sweden – sequence: 4 givenname: Lars surname: Witell fullname: Witell, Lars organization: Karlstad University, Karlstad, Sweden |
| BackLink | http://www.econis.eu/PPNSET?PPN=630964564$$DView this record in ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften https://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-62230$$DView record from Swedish Publication Index |
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| Snippet | A new trend seems to be emerging for multinational manufacturing companies to make a strategic reorientation into becoming service providers. For some... |
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| SubjectTerms | B-to-B-Marketing Corporate culture Customer services Europa Industrie Leistungsbündel Manufacturers Manufacturing manufacturing companies Market orientation Multinational corporations Organisationsstruktur organizational design factors Organizational structure Service industries service orientation service strategy Strategic management Studies Unternehmenskultur |
| Title | Match or Mismatch: Strategy-Structure Configurations in the Service Business of Manufacturing Companies |
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