Table 2 Paradoxical tensions and... | Emerald Publishing

Table 2

Paradoxical tensions and representative narratives for Stage 1

Level/Interface	Paradoxical tensions	Competing demands	Exemplary narratives
Project team – business unit interface	Learning::belonging conflicts between the need for change and the desire to retain a sense of self and purpose	Creating new advanced services capabilities/identifying with the BU’s product mindset	“…the main inheritance of the servitization is […] that we are all more engaged in terms of feedback. Even within the technical office, the logic of contracts means to learn that if One sees a problem in the field […] he has to proactively solve things. Instead, traditionally One almost has to sell more spare parts than solve problems… so the paradigm is, how to say… reversed a bit […] the customer’s problems become your problems. Thus, servitization is a bond with the customer where sometimes you have to think that you are part of the customer’s organization…” (BU Technical Director, TD1)
Business unit	Organizing tension between competing designs and processes to achieve a desired outcome	Allocate advanced services inside the product division/separate in an independent division	“[a separated solution] wouldn’t have worked for the number One client of the group, towards which whatever you do, you do it with all yourself because you are playing with fire… we needed the entire BU to be able to satisfy it” (BU General Manager, HD6)
Business unit – corporate interface	Organizing (latent) tension between competing designs and processes to achieve a desired outcome	Maintain product business operations efficiency/explore advanced services-oriented processes	“…with respect to the supply of the machine we had to select our subcontractors, draw up supply contracts and then… since from the start there was the possibility of maintenance contracts, we had to make framework contracts for the assistance of the various subcontracting accessories” (BU Technical Director, TD1)
Business unit –ecosystem interface	Learning::performing tension between building capabilities for the future and ensuring success in the present (customers and suppliers)	Face risk and costs of learning/limit and share risks and costs of guaranteed performances with suppliers and customers	“…you give a total cost of ownership that you guarantee to the customer, he pays for a form of insurance… and the risk of operating the lines is entirely on you… I change job from a certain point of view with the advantage that I have already learned the new job” (BU General Manager, HD3)

Level/Interface	Paradoxical tensions	Competing demands	Exemplary narratives
Project team – business unit interface	Learning::belonging conflicts between the need for change and the desire to retain a sense of self and purpose	Creating new advanced services capabilities/identifying with the BU’s product mindset	“…the main inheritance of the servitization is […] that we are all more engaged in terms of feedback. Even within the technical office, the logic of contracts means to learn that if One sees a problem in the field […] he has to proactively solve things. Instead, traditionally One almost has to sell more spare parts than solve problems… so the paradigm is, how to say… reversed a bit […] the customer’s problems become your problems. Thus, servitization is a bond with the customer where sometimes you have to think that you are part of the customer’s organization…” (BU Technical Director, TD1)
Business unit	Organizing tension between competing designs and processes to achieve a desired outcome	Allocate advanced services inside the product division/separate in an independent division	“[a separated solution] wouldn’t have worked for the number One client of the group, towards which whatever you do, you do it with all yourself because you are playing with fire… we needed the entire BU to be able to satisfy it” (BU General Manager, HD6)
Business unit – corporate interface	Organizing (latent) tension between competing designs and processes to achieve a desired outcome	Maintain product business operations efficiency/explore advanced services-oriented processes	“…with respect to the supply of the machine we had to select our subcontractors, draw up supply contracts and then… since from the start there was the possibility of maintenance contracts, we had to make framework contracts for the assistance of the various subcontracting accessories” (BU Technical Director, TD1)
Business unit –ecosystem interface	Learning::performing tension between building capabilities for the future and ensuring success in the present (customers and suppliers)	Face risk and costs of learning/limit and share risks and costs of guaranteed performances with suppliers and customers	“…you give a total cost of ownership that you guarantee to the customer, he pays for a form of insurance… and the risk of operating the lines is entirely on you… I change job from a certain point of view with the advantage that I have already learned the new job” (BU General Manager, HD3)

Source(s): Authors’ own work