Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities

By Marko Kohtamäki, J. Partanen, Vinit Parida, Joakim Wincent. 2013

323 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ccd895194e681e7dff781e16ca71d605c1411c60

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Citations in the corpus

Servitization and Competitive Advantage: The Importance of Organizational Structure and Value Chain Position (2015, unknown): “Kohtamäki et al. (2013) found a similar U-shaped relationship between industrial service offerings and sales growth.”
Digitalization Capabilities as Enablers of Value Co‐Creation in Servitizing Firms (2017, background): “A key consideration in the servitization transformation is the emphasis on interaction with customers that requires provider to offer customized and total solutions (Kohtamäki et al., 2013; Reim, Parida, & Örtqvist, 2015; Viljakainen & Toivonen, 2014).”
Servitization, digitization and supply chain interdependency (2017, background): “Nevertheless, recent empirical studies indicate that the addition of services is not a guarantee of increased firm performance (Benedetti et al., 2015; Kohtamäki et al., 2013; Kowalkowski, Windahl, Kindström, & Gebauer, 2015; Suarez et al., 2013).”
Make-or-buy configurational approaches in product-service ecosystems and performance (2019, background): “While each stage of the service continuum requires different service capabilities (Neely, 2008), different performance outcomes will be achieved along the service continuum depending on the suppliers’ internal capabilities and the availability of capabilities that are outsourced to a network service”
Digital servitization business models in ecosystems: A theory of the firm (2019, methodology): “To conceptualize digital servitization business models, we start with the product-service-software o ﬀ ering that re ﬂ ects well the company's solution strategy (Ehret & Wirtz, 2017; Kohtamäki, Partanen, Parida, & Wincent, 2013).”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “Moreover, like the majority of the extant studies on servitization (Jacob and Ulaga, 2008; Kohtamäki et al., 2013b; Raddats and Kowalkowski, 2014), it is based on qualitative evidence from a small number of cases.”
Mastering the Transition to Product-Service Provision: Insights into Business Models, Learning Activities, and Capabilities (2014, background): “Thus, our results are in line with prior studies that have found that activeness in offering different industrial product-services leads to increased fi nancial performance ( Kohtamäki et al. 2013 ).”
Examining the influence of service additions on manufacturing firms' bankruptcy likelihood (2017, methodology): “…can materialise in very different offerings, ranging from financial to professional services, including consultancy, R&D, technical support, and integration of multi-vendor products and services into customised solutions (Antioco et al., 2008; Kohtamäki et al., 2013a; Rabetino et al., 2015).”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, background): “Generally, self-enforcing mechanisms are more effective than third-party enforcement (Dyer & Singh, 1998) because they enable greater flexibility and innovation in the relationship (Kohtamäki et al., 2013; Reim et al., 2018).”
Developing Global Service Innovation Capabilities: How Global Manufacturers Address the Challenges of Market Heterogeneity (2015, background): “Service innovation offers the potential to create and commercialize new services and new product-service combinations to deliver added customer value ( Berry et al. 2006 ; Paswan, D'Souza, and Zolfagharian 2009 ; Kohtamäki et al. 2013 ).”