An investigation of the relationship between behavioral processes, motivation, investments in the service business and service revenue

By Heiko Gebauer, Elgar Fleisch. 2007

256 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e7b7ea4bda7bd227bd2107b27470a8c3e7a5536b

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Should everybody be in services? The effect of servitization on manufacturing firm performance (2017, unknown): “Gebauer and Fleisch (2007) argue that “managers are highly risk-averse when it comes to replacing their traditional product-oriented values with service-oriented values,” a point also raised in Mathieu (2001) and Eggert et al. (2011).”
Territorial servitization: Exploring the virtuous circle connecting knowledge-intensive services and new manufacturing businesses (2017, background): “…show that increased provision of advanced services positively impact both organizational performance metrics linked to revenues and employment (Gebauer & Fleisch, 2007), and the economic restructuring of territories through the implementation of advanced technological capabilities (Baines &…”
Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “Similar figures are reported by Gebauer and Fleisch (2007), Homburg et al. (2002) and Meiren (2006).”
Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities (2013, background): “Increased customer demand (Oliva & Kallenberg, 2003), competitive pressures (Anderson & Narks, 1995; Gebauer & Friedli, 2005; Uppenberg & Strauss, 2010) and the pursuit of more stable revenues (Gebauer & Fleisch, 2007; Oliva & Kallenberg, 2003) operate as catalysts for this transformation.”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “…organisational change (Kotter, 1995), manufacturing managers may have difficulty in committing to service initiatives, because they divert financial and managerial resources from traditional sources of competitive advantage (Gebauer et al., 2005; Gebauer and Fleisch, 2007; Oliva et al., 2012).”
Mastering the Transition to Product-Service Provision: Insights into Business Models, Learning Activities, and Capabilities (2014, background): “He has published in several distinguished international journals, including California Management Review , International Journal of”
Service innovation in manufacturing firms: Evidence from Spain (2012, background): “Marketing opportunities are also identified as an argument for using services to sell more products (Mathe and Shapiro, 1993; Gebauer and Fleisch, 2007).”
Examining the influence of service additions on manufacturing firms' bankruptcy likelihood (2017, background): “High service sales and profit margins are often the outcome of essential investments by the firm (Gebauer and Fleisch, 2007).”
Working Paper (2015, background): “This point is also made by Gebauer and Fleisch (2007), who argue that managers are highly risk-averse when it comes to replacing their traditional productoriented values with service-oriented values, a point also raised in Mathieu (2001) and Eggert et al. (2011).”