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Servitization and the Necessity of Becoming Ambidextrous: A 12-Year Longitudinal Study
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013).ORCID iD: 0000-0002-7653-5226
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013).ORCID iD: 0000-0002-9358-8063
2022 (English)In: The Palgrave Handbook of Service Management / [ed] Bo Edvardsson, Bård Tronvoll, Palgrave Macmillan, 2022, p. 201-222Chapter in book (Refereed)
Abstract [en]

This chapter reports the findings from a longitudinal study spanning 12 years. It contributes to an improved understanding of how servitization actually happens, and, more specifically, how it affects the servicizing organization. The focal company AIR was a B2B manufacturing company in the aviation business, specializing in manufacturing jet engines. The case describes and analyzes how a unit at AIR made the successful transition from a pure make-to-print actor (product/production logic) to offering overall solutions (service logic), where we focus on the challenges that AIR encountered. It provides six major findings; the most surprising is perhaps the necessity to handle ambidexterity for successful servitization.

Place, publisher, year, edition, pages
Palgrave Macmillan, 2022. p. 201-222
Keywords [en]
Servitization, Ambidexterity, Product Service Systems, Transition, Ecosystem, Modularization
National Category
Business Administration
Research subject
Business Administration
Identifiers
URN: urn:nbn:se:kau:diva-90456DOI: 10.1007/978-3-030-91828-6_11Scopus ID: 2-s2.0-85159451518ISBN: 978-3-030-91827-9 (print)ISBN: 978-3-030-91830-9 (electronic)OAI: oai:DiVA.org:kau-90456DiVA, id: diva2:1670426
Available from: 2022-06-15 Created: 2022-06-15 Last updated: 2023-05-29Bibliographically approved

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Magnusson, PeterOdhe, JanErik

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Citation style
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  • Other locale
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Output format
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