Servitization and Process Interfaces

We examine servitization in terms of process interfaces. Concepts are drawn from modularity theory to examine how the concept of interfaces can be applied to service settings. Based on this, we examine how process interfaces change as we move from a basic product sale model to a result-oriented PSS. It is argued that close attention to process interfaces is an important way to attenuate complexity that may arise from servitization.

[1]  Carliss Y. Baldwin,et al.  Where do transactions come from? Modularity, transactions, and the boundaries of firms , 2007 .

[2]  Paul Matthyssens,et al.  Transitioning and co-evolving to upgrade value offerings: A competence-based marketing view , 2009 .

[3]  Kim B. Clark,et al.  Design Rules: The Power of Modularity , 2000 .

[4]  Scott E. Sampson,et al.  Foundations and Implications of a Proposed Unified Services Theory , 2006 .

[5]  Marina Bianchi.  The Active Consumer : Novelty and Surprise in Consumer Choice , 1998 .

[6]  R. Langlois.  Modularity in technology and organization , 2002 .

[7]  Kostas Selviaridis,et al.  The dynamics of business service exchanges:insights from logistics outsourcing , 2010 .

[8]  Jean Gadrey,et al.  THE CHARACTERIZATION OF GOODS AND SERVICES: AN ALTERNATIVE APPROACH , 2000 .

[9]  Tim Baines,et al.  Towards an operations strategy for product-centric servitization , 2009 .

[10]  Roberto Marx,et al.  The modular consortium in a new VW truck plant in Brazil: new forms of assembler and supplier relationship , 1997 .

[11]  Nigel Slack,et al.  Operations management , 1994 .

[12]  Ron Sanchez,et al.  Modularity, flexibility, and knowledge management in product and organization design , 1996 .

[13]  G. Lay,et al.  Service-based business concepts: A typology for business-to-business markets , 2009 .

[14]  Andrea Prencipe,et al.  The Business of Systems Integration , 2004 .

[15]  D. Daryl Wyckoff,et al.  Management of service operations: Text, cases, and readings , 1978 .

[16]  Carliss Y. Baldwin,et al.  Managing in an age of modularity. , 1997, Harvard business review.

[17]  W. Reinartz,et al.  Hybrid Offerings: How Manufacturing Firms Combine Goods and Services Successfully , 2011 .

[18]  Scott E. Sampson.  Customer‐supplier duality and bidirectional supply chains in service organizations , 2000 .

[19]  HERBERT A. SIMON,et al.  The Architecture of Complexity , 1991 .

[20]  James D. Thompson.  Organizations in Action: Social Science Bases of Administrative Theory , 1967 .

[21]  Juliana Hsuan,et al.  Service Architecture and Modularity , 2009, Decis. Sci..

[22]  R. Langlois,et al.  The Organization of Consumption , 1996 .

[23]  G. D. Silveira,et al.  Exploring the trade‐off concept , 2001 .

[24]  Thomas Y. Choi,et al.  TRIADS IN SERVICES OUTSOURCING: BRIDGE, BRIDGE DECAY AND BRIDGE TRANSFER , 2009 .

[25]  Wes Sharrock,et al.  The Division of Labour , 1990 .

[26]  Peter Miller,et al.  Accounting, organizations, and institutions : essays in honour of Anthony Hopwood , 2009 .

[27]  Herbert A. Simon,et al.  The Sciences of the Artificial , 1970 .

[28]  Michel Callon,et al.  Writing and (Re)writing Devices as Tools for Managing Complexity , 2002, Complexities.

[29]  Bert Meijboom,et al.  Modular care and service packages for independent living elderly , 2010 .

[30]  J. Law,et al.  Complexities: Social Studies of Knowledge Practices , 2002 .

[31]  A. Tukker.  Eight types of product–service system: eight ways to sustainability? Experiences from SusProNet , 2004 .

[32]  L. Araujo,et al.  Services, products, and the institutional structure of production , 2006 .