Moving base into high-value integrated solutions: a value stream approach

By Andrew Davies. 2004

817 citations recorded by the source corpus.

Subfields: Management Information Systems, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/78e1b8b346960d02d555ce301afcd99043514dc8

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Citations in the corpus

Innovation collaboration and appropriability by knowledge-intensive business services firms (2016, background): “KIBS firms can vary from “system integrator” firms, which develop complex engineering or IT “solutions” that meet the needs of large client organisations (Davies, 2004; Miozzo and Grimshaw, 2011), to professional services firms such as R&D, design or management consultancy, that helps their client o”
Systems Integration: A Core Capability of the Modern Corporation (2005, background): “In low-volume product systems, there is more advantage to be gained from by increasing service revenues per unit of production, which explains why systems integrators are shifting downstream into services such as maintenance, finance, consultancy, and operations (Davies, 2004).”
Service, services and products: rethinking operations strategy (2009, background): “Recent analyses of systems integration (Davies, 2003, 2004) do go further.”
Characterizing service networks for moving from products to solutions (2013, background): “Despite such evidence, most literature concentrating on service offerings as a part of solutions consider it to be the effort of a single firm (e.g. Davies, 2004; Gebauer, Fleisch, & Friedli, 2005; Neu & Brown, 2005).”
Any way goes : Identifying value constellations for service infusion in SMEs (2013, background): “2010a), modes of coordination (Lorange & Roos 1992), integration (Davies 2004; Galbraith 2002), and interfirm adaptation (Hallén, et al.”
Product biographies in servitization and the circular economy (2017, neutral): “…of services to support an ‘installed base’ of capital products has been a prominent theme in the literature from its early days: this is explicitly or implicitly the scenario addressed by Potts (1988); Wise and Baumgartner (1999); Oliva and Kallenberg (2003) and Davies (2004), for example.”
Mastering the Transition to Product-Service Provision: Insights into Business Models, Learning Activities, and Capabilities (2014, result): “Although some studies have found positive effects ( Oliva and Kallenberg 2003 ; Davies 2004 ; Gebauer, Edvardsson, and Bjurko 2010 ), others have suggested a negative or nonlinear effect on fi nancial performance ( Fang, Palmatier, and Steenkamp 2008 ; Neely 2008 ; Kohtamäki et al. 2013 ).”
Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “These include services for operating and maintaining products (Davies, 2004).”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “Various other papers have outlined a shift of risk from the customer to the supplier in the context of solution offerings (e.g. Brax and Jonsson, 2009; Davies, 2004; Nordin and Kowalkowski, 2010; Storbacka, 2011) or relational services like process outsourcing (e.”
Servitization of the manufacturing firm: exploring the operations practices and technologies that deliver advanced services (2013, background): “ Within such high contact front‐offices utilisation may appear low (Chase and Garvin, 1989), while independence from in‐house capabilities increases (Davies, 2004).”
Explaining servitization failure and deservitization: A knowledge-based perspective (2017, background): “As Davies (2004) suggest, the combination of products and services must be successfully integrated to form a valuable solution to the customer.”