Abstract
Manufacturing companies that pursue a servitization strategy through the implementation of product-service system
(PSS) business models need to face different challenges. Among others, changes of inter-organisational relationships are
required in order to create, capture and deliver new value. In such a context, this paper investigates how the servitization
level of a PSS offering impacts on the value-creation network of a company. A theoretical conceptual model, derived
from a literature analysis, linking different value propositions and the main PSS network features, is refined through a
case study. Evidence from the empirical investigation are then discussed and summarised into two final propositions
Lingua originale | Inglese |
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Stato di pubblicazione | Pubblicato - 2011 |