Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Organizational capabilities for pay-per-use services in product-oriented companies
Eawag/Environmental Social Sciences/Business Innovation for Sustainable Infrastructure Services Group, Überlandstrasse 133, 8600 Dübendorf, Switzerland.ORCID iD: 0000-0003-2933-244X
Eawag/Environmental Social Sciences/Business Innovation for Sustainable Infrastructure Services Group, Überlandstrasse 133, 8600 Dübendorf, Switzerland.
Eawag/Environmental Social Sciences/Business Innovation for Sustainable Infrastructure Services Group, Überlandstrasse 133, 8600 Dübendorf, Switzerland.
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013).ORCID iD: 0000-0001-8278-1442
2017 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 192, p. 157-168Article in journal (Refereed) Published
Abstract [en]

Pay-per-use services are an interesting phenomenon, both empirically and theoretically. Despite the alleged benefits, companies still struggle to succeed with pay-per-use services. Theoretically, it is common sense that existing service capabilities cannot easily be converted into organizational capabilities for pay-per-use services. Based on multiple case studies, the present article narrows down the existing empirical and theoretical gaps through an inductive research approach. Our findings make the following contributions to the field of services in product-oriented companies and to the servitization literature. We describe the organizational capabilities necessary for pay-per-use services (e.g., financing such services, aligning costs with equipment usage, and collaborating with customers). We reveal that companies should convert these capabilities into three core competencies (strategizing pay-per-use services, utilizing technologies for pay-per-use services, and de-risking pay-per-use services), in order to achieve competitive advantages.

Place, publisher, year, edition, pages
Amsterdam: Elsevier, 2017. Vol. 192, p. 157-168
Keywords [en]
Pay-per-use services, Capabilities, Business model innovation, Financing Knowledge-based view of the firm, Product usage
National Category
Business Administration Information Systems, Social aspects Computer and Information Sciences
Research subject
Business Administration
Identifiers
URN: urn:nbn:se:kau:diva-65871DOI: 10.1016/j.ijpe.2016.12.007ISI: 000412041200014OAI: oai:DiVA.org:kau-65871DiVA, id: diva2:1177531
Available from: 2018-01-25 Created: 2018-01-25 Last updated: 2018-06-08Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records BETA

Gebauer, HeikoGustafsson, Anders

Search in DiVA

By author/editor
Gebauer, HeikoGustafsson, Anders
By organisation
Service Research Center (from 2013)
In the same journal
International Journal of Production Economics
Business AdministrationInformation Systems, Social aspectsComputer and Information Sciences

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 7 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf