Aligning the servitization level of a company with its organizational configuration

Despite the numerous benefits that the implementation of a servitization strategy can bring to manufacturing companies, several challenges have to be faced. Among others, changes of intra-organisational structure and relationships are required in order to create, capture and deliver value. In such a context, this paper investigates how the servitization level of a PSS offering impacts on the organisational dimension of a company through a case study. Evidence from the empirical investigation are then discussed and summarised into two main propositions.