Strategising for the circular economy through servitisation

IF 3.8 4区 管理学 Q2 BUSINESS Journal of Services Marketing Pub Date : 2024-06-28 DOI:10.1108/jsm-10-2023-0395
Leanne Johnstone
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Abstract

Purpose

From a firm-centric perspective, this study aims to elaborate on the types of servitisation strategies that can support a firm’s circular ambitions by asking: What is the role of servitisation in narrowing, slowing and/or closing resource loops? And, how are resources and capabilities arranged to provide such strategic circular service offerings?

Design/methodology/approach

Drawing on the experiences of an international manufacturing company from a dynamic capabilities perspective, the study offers an analytical framework that goes inside the firm’s operationalisation of its service offerings to support circularity in terms of the strategic decisions made. This framework is later used to frame the findings.

Findings

The study highlights the case-specific feedback loops and capabilities needed to support circular transitions. Various resource and innovation strategies for circularity are combined along customer interfaces and in partnership with upstream actors. Yet, open innovation strategies are conditioned by physical distance to provide circular services in remote areas.

Research limitations/implications

The main contributions are empirical, analytical, conceptual and practical. The servitisation framework for circularity connects prior servitisation-circularity research and provides an analytical tool for framing future studies. The study also expands the definition of open innovation in that closed innovations for circularity can be achieved through “open” information exchange in knowledge networks, as well as provides advice for similar large manufacturing companies.

Originality/value

This study focuses on the strategic choices made by industrial firms for circular service provision and emphasises the environmental benefits from such choices, in addition to the economic and customer benefits covered in extant servitisation research.

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通过服务化制定循环经济战略
目的从以企业为中心的角度出发,本研究旨在通过提出以下问题,详细阐述能够支持企业循环雄心的服务化战略类型:服务化在缩小、减缓和/或关闭资源循环方面的作用是什么?本研究从动态能力角度出发,借鉴了一家国际制造企业的经验,提供了一个分析框架,该框架深入企业内部,从战略决策的角度分析其服务产品的可操作性,以支持循环性。该研究强调了支持循环转型所需的特定反馈回路和能力。各种资源和创新战略沿着客户界面并通过与上游参与者的合作实现了循环性。然而,开放式创新战略受到物理距离的限制,无法在偏远地区提供循环服务。循环服务化框架将先前的服务化-循环研究联系起来,并为今后的研究提供了分析工具。本研究还扩展了开放式创新的定义,即通过知识网络中的 "开放式 "信息交流,可以实现循环性的封闭式创新,并为类似的大型制造企业提供了建议。 原创性/价值本研究重点关注工业企业在提供循环服务方面做出的战略选择,并强调了这种选择带来的环境效益,以及现有服务化研究中涉及的经济效益和客户效益。
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来源期刊
CiteScore
7.80
自引率
20.50%
发文量
63
期刊介绍: ■Customer policy and service ■Marketing of services ■Marketing planning ■Service marketing abroad ■Service quality Capturing and retaining customers in a service industry is a vastly different activity to its product-based counterpart. The fickle nature of today"s consumer is a vital factor in understanding the factors which determine successful holding of market share - and the intense competition within the sector means practitioners must keep pace with new developments if they are to outwit competitors and develop customer loyalty.
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