Heiko Gebauer

Eine bibliometrische Analyse des Forschungsstandes und der zukünftigen Forschungsfragen für die Transformation vom Produzenten zum Dienstleister

Die Transformation vom Produzenten zum Dienstleister zählt zu den prominenten Forschungsthemen mit einer kontinuierlich steigenden Anzahl an wissenschaftlichen Artikeln. Wir analysieren die Beiträge zum Forschungsthema und identifizieren den intellektuellen Kern. Der intellektuelle Kern besteht aus sieben Forschungsrichtungen: Erbringen von Lösungen, Vermarktung von Lösungen, Dienstleistungen in produzierenden Unternehmen, Erfolg im Dienstleistungsgeschäft, Produkt-Service-Systeme und Dienstleistungsentwicklung. Wir artikulieren einige der kritischen empirischen und theoretischen Bedenken. Forschung kann von der Ausnutzung der Synergien und der Kombination der Forschungsrichtungen profitieren. Wir zeigen konkrete Wege zur Erweiterung und Vertiefung der empirischen und theoretischen Forschung auf.

Business model innovations for overcoming barriers in the base-of-the-pyramid market

Abstract Many barriers must be overcome when entering the base-of-the-pyramid (BoP) market. Firms facing these barriers need to innovate new business models and reinvent existing ones to suit the BoP context. While previous literature has focused on the innovations of particular components of business models in BoP markets, we investigate the reconfigurations in the business model components that underpin the successful business model innovations. This study is based on multiple case studies in the water sector that we carried out in several different countries. Our findings suggest five business model innovations: (a) design, (b) renewal, (c) expansion, (d) diversification and (e) replication. Each business model innovation is a specific response to the barriers met in the BoP market and requires consistent configuration between its various components (i.e. value proposition, value creation and profit equation). These findings add, in two important aspects, to the academic realm of the business model domain: by contributing to the debate of business models in BoP markets and by advancing the configurational view of business models.

Are You Ready for Servitization? A Tool to Measure Servitization Capacity

This chapter introduces a tool to measure and assess a firm’s capacity for servitization. The instrument consists of 48 statements covering three organizational factors that play a crucial role in the successful transition toward services: (1) capabilities for service development, (2) capabilities for service deployment and (3) the service orientation of corporate culture. Respondents need to rate each statement on a 7-point scale for either the whole company or one or several of its business units. The results are plotted on a radar chart, which allows for a quick visualization of the firm’s strengths and weaknesses to expand into services.

Incremental and radical open service innovation

Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation.,For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified.,The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes.,This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups.,This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

Regional benefits of servitization processes: evidence from the wind-to-energy industry

ABSTRACT By studying servitization processes and service competencies in the wind-to-energy industry in European regions, this paper provides a framework for territorial servitization. The framework resonates with the concepts of knowledge-intensive business services (KIBS) and industry life cycles, and its elements can be embedded into concepts of regional development (e.g., lead-market models, sustainability transitions, territorial innovation models). The framework suggests that regions benefit from servitization processes via the interplay of generating employment opportunities, enabling an efficient allocation of technology resources, opening up new markets, strengthening territorial competitiveness, raising the odds of securing employment in the consolidation period and enabling technological leaps.