Table A1 Indicative studies in... | Emerald Publishing

Table A1

Indicative studies in servitization with respect to business model innovation and the role of intermediaries

Study	Study objectives/focus	Research method	Data collection period	Scope of innovation	Segment	Key actors analyzed	Role of intermediaries	Key findings/outcomes
Ayala et al. (2017)	Understand how manufacturing compnaies integrate knowledge from service suppliers for servitization-driven BMI	Multiple case study	Six months	Reconfigure existing products and introduce new offerings	B2B	Suppliers	Provide knowledge and expertise to the OEM	Identify the intensity of knowledge transformation in different configurations of collaboration for servitization-driven BMI
Burton et al. (2016)	Identify types and sources of tensions in the servitization process and explore how they might be mitigated	Interviews with key actors at servitizing firms, their customers, and intermediaries	N/A	Develop new offerings	B2B	(1) Customers (2) Distributors	Service delivery	(1) Servitization presents an opportunity for manufacturing firms to access new sources of revenue and expand their reach in the value chain (2) Tensions are inherent in the process of servitization and can arise between organizational actors and among individual actors
Huikkola et al. (2020)	Demonstrate how servitization impacts the boundaries of manufacturers' firms	Multiple case study	Seventeen years	Reconfigure existing offerings	B2B	(1) Focal firm (2) Customers (3) Suppliers	Facilitate services delivery	Demonstrates how servitization influences the boundaries of firms by considering aspects such as identity, capability, power, and efficiency. It highlights the dynamic interaction among these factors and offers a managerial framework for effectively defining firm boundaries in the context of servitization
Jovanovic et al. (2019)	Develop service capabilities in the context of the internal service ecosystem	Multiple embedded cases in a single organization	N/A	Reconfigure existing offerings and introduce new ones	B2B	Subsidiaries	Facilitate services delivery	Reveal a complex picture of capability development across subsidiaries, emphasizing the importance of front-office capabilities and standardization
Kowalkowski et al. (2016)	Develop and evolve context-specific value propositions in service systems	Longitudinal case study	Ten years	Introduce a new offering	B2B	(1) Manufacturer (2) Dealers (3) Users	(1) Perform maintenance (2) Optimize machine fleets	Highlight the importance of triadic value proposition in industrial contexts for successful service-led growth
Lin et al. (2016)	Explore how intermediaries influence innovation outcomes	Survey	Single point in time	Introduce new offerings	B2B	(1) Technology providers (2) Financial service firms	Facilitate knowledge transfer	Highlight that ties with intermediaries positively influence innovation performance
Parida and Jovanovic (2022)	Investigate how global manufacturers and service network partners redefine roles for advanced service provision	Multiple case study	N/A	Introduce new offerings	B2B	Front-end service network partners	(1) Support customer satisfaction (2) Specialized capabilities	Identify value co-creation challenges in the global service network
Reim et al. (2019)	Analyze the role of distributors in servitization to understand their mediation between providers and customers	Multiple case study	N/A	Reconfigure existing offerings and introduce new ones	B2B	Distributors	Facilitate communication between providers and customers	Identify major capability and market-related challenges faced by service network actors, hindering their transformation
Sjödin et al. (2020)	Analyze BMI for outcome-based services in three phases: value proposition definition, value provision design and value-in-use delivery	Multiple case study	N/A	Introduce new offerings	B2B	(1) Customers (2) Partners	Continuously realign incentives	Present a shift in business models, examine both successful and unsuccessful cases, and provide insights into the alignment of value creation and value capture processes
Sjödin et al. (2022)	Understand how manufacturers orchestrate ecosystems for digital BMI	Multiple case study	N/A	Reconfigure existing offerings	B2B	Ecosystem partners	Optimize customer offerings	Emphasize the complexity and challenges of orchestrating ecosystems for digital BMI
Story et al. (2017)	Investigate the capabilities for successful servitization for advanced services	Interviews with actors from multiple industries	N/A	Create new offerings and reconfigure existing ones	B2B	Not specified	Provide multi-vendor technology	Identify six key business activities within which advanced services capabilities are grouped
Visnjic et al. (2022)	Investigate the processes of firms shifting towards a dual orientation, delineate the practices employed, and suggest a sequence and pace of these practices as they unfold over time	Multiple case studies	Four years	Introduce new offerings	B2B	(1) Manufacturer (2) Subsidiaries	Facilitate sale of offerings	Suggest that beginning with less complex practices and gradually advancing to more sophisticated ones is an effective approach to handling a dual orientation
This study	Analyze how a manufacturing firm can implement a scalable subscription business model for B2C and B2B customers alongside its existing product-centric model	Longitudinal case study	Three years	Introduce new offerings	B2B and B2C	(1) Manufacturer (2) Dealers	Assist customers in their subscription processes and perform service activities	Affirms the importance of organizational learning, the potential for value creation through subscriptions and highlights key challenges in value co-creation between manufacturers and channel intermediaries

Study	Study objectives/focus	Research method	Data collection period	Scope of innovation	Segment	Key actors analyzed	Role of intermediaries	Key findings/outcomes
Ayala et al. (2017)	Understand how manufacturing compnaies integrate knowledge from service suppliers for servitization-driven BMI	Multiple case study	Six months	Reconfigure existing products and introduce new offerings	B2B	Suppliers	Provide knowledge and expertise to the OEM	Identify the intensity of knowledge transformation in different configurations of collaboration for servitization-driven BMI
Burton et al. (2016)	Identify types and sources of tensions in the servitization process and explore how they might be mitigated	Interviews with key actors at servitizing firms, their customers, and intermediaries	N/A	Develop new offerings	B2B	(1) Customers (2) Distributors	Service delivery	(1) Servitization presents an opportunity for manufacturing firms to access new sources of revenue and expand their reach in the value chain (2) Tensions are inherent in the process of servitization and can arise between organizational actors and among individual actors
Huikkola et al. (2020)	Demonstrate how servitization impacts the boundaries of manufacturers' firms	Multiple case study	Seventeen years	Reconfigure existing offerings	B2B	(1) Focal firm (2) Customers (3) Suppliers	Facilitate services delivery	Demonstrates how servitization influences the boundaries of firms by considering aspects such as identity, capability, power, and efficiency. It highlights the dynamic interaction among these factors and offers a managerial framework for effectively defining firm boundaries in the context of servitization
Jovanovic et al. (2019)	Develop service capabilities in the context of the internal service ecosystem	Multiple embedded cases in a single organization	N/A	Reconfigure existing offerings and introduce new ones	B2B	Subsidiaries	Facilitate services delivery	Reveal a complex picture of capability development across subsidiaries, emphasizing the importance of front-office capabilities and standardization
Kowalkowski et al. (2016)	Develop and evolve context-specific value propositions in service systems	Longitudinal case study	Ten years	Introduce a new offering	B2B	(1) Manufacturer (2) Dealers (3) Users	(1) Perform maintenance(2) Optimize machine fleets	Highlight the importance of triadic value proposition in industrial contexts for successful service-led growth
Lin et al. (2016)	Explore how intermediaries influence innovation outcomes	Survey	Single point in time	Introduce new offerings	B2B	(1) Technology providers (2) Financial service firms	Facilitate knowledge transfer	Highlight that ties with intermediaries positively influence innovation performance
Parida and Jovanovic (2022)	Investigate how global manufacturers and service network partners redefine roles for advanced service provision	Multiple case study	N/A	Introduce new offerings	B2B	Front-end service network partners	(1) Support customer satisfaction (2) Specialized capabilities	Identify value co-creation challenges in the global service network
Reim et al. (2019)	Analyze the role of distributors in servitization to understand their mediation between providers and customers	Multiple case study	N/A	Reconfigure existing offerings and introduce new ones	B2B	Distributors	Facilitate communication between providers and customers	Identify major capability and market-related challenges faced by service network actors, hindering their transformation
Sjödin et al. (2020)	Analyze BMI for outcome-based services in three phases: value proposition definition, value provision design and value-in-use delivery	Multiple case study	N/A	Introduce new offerings	B2B	(1) Customers (2) Partners	Continuously realign incentives	Present a shift in business models, examine both successful and unsuccessful cases, and provide insights into the alignment of value creation and value capture processes
Sjödin et al. (2022)	Understand how manufacturers orchestrate ecosystems for digital BMI	Multiple case study	N/A	Reconfigure existing offerings	B2B	Ecosystem partners	Optimize customer offerings	Emphasize the complexity and challenges of orchestrating ecosystems for digital BMI
Story et al. (2017)	Investigate the capabilities for successful servitization for advanced services	Interviews with actors from multiple industries	N/A	Create new offerings and reconfigure existing ones	B2B	Not specified	Provide multi-vendor technology	Identify six key business activities within which advanced services capabilities are grouped
Visnjic et al. (2022)	Investigate the processes of firms shifting towards a dual orientation, delineate the practices employed, and suggest a sequence and pace of these practices as they unfold over time	Multiple case studies	Four years	Introduce new offerings	B2B	(1) Manufacturer (2) Subsidiaries	Facilitate sale of offerings	Suggest that beginning with less complex practices and gradually advancing to more sophisticated ones is an effective approach to handling a dual orientation
This study	Analyze how a manufacturing firm can implement a scalable subscription business model for B2C and B2B customers alongside its existing product-centric model	Longitudinal case study	Three years	Introduce new offerings	B2B and B2C	(1) Manufacturer (2) Dealers	Assist customers in their subscription processes and perform service activities	Affirms the importance of organizational learning, the potential for value creation through subscriptions and highlights key challenges in value co-creation between manufacturers and channel intermediaries

Source(s): The above table was created by the authors