Impact of Servitized Corporate Models in Providing A Competitive Edge to The Manufacturing Industry
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Mar 17, 2026
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Abstract
This document reviews the impact of servitization on manufacturing companies' corporate models. It discusses how product-centric firms can transition to service-oriented models by incorporating software services into their offerings. The literature review covers key concepts like servitization, corporate models, value propositions, and organizational changes required. An analytical model is developed to assess the case company's servitization efforts through its CSA software platform. Empirical data from interviews finds the value proposition was inadequate due to inability to demonstrate CSA's benefits. Organizational changes were not properly implemented, leading to lack of resources allocated. The study shows the importance of organizational factors like culture, communication, and strategy alignment in enabling servitization.
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Sakib, S. M. N. (2026). Impact of Servitized Corporate Models in Providing A Competitive Edge to The Manufacturing Industry . JTRM (Jurnal Teknologi Dan Rekayasa Manufaktur), 7(2), 99-128. https://doi.org/10.48182/jtrm.v7i2.168
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References
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Lapierre, J. (2000). Customer-Perceived Value in Industrial Contexts. Journal of Business & Industrial Marketing, 15(2-3), 122-143.
Lekvall, P., & Wahlbin, C. (2001). Information for Marknadsföringsbeslut. Göteborg: IHM Publishing. Lin, A. C. (1998). Bridging Positivist and Interpretivist Approaches to Qualitative Methods. Policy Studies Journal, 26(1), 162-180.
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Morris, M., Schinduehutte, M., & Allen, J. (2005). The Entrepreneur's Corporate model: Toward a Unified Perspective. Journal of Business Research, 58(6), 726-735.
Oliva, R., & Kallenberg, R. (2003). Managing the Transition from Products to Services. International Journal of Service Industry Management, 14(2), 160-172.
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Porter, M. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 25-40.
Richardson, J. (2008). The Corporate model: An Integrative Framework for Strategy Execution. Strategic Change, 17(5-6), 133-144.
Ritchie, J., & Lewis, J. (2003). Qualitative Research Practice: A Guide for Social Science Students and Researchers. London: Sage.
Saebi, T., & Foss, N. (2014). Corporate models for open innovation: Matching heterogeneous open innovation strategies with corporate model dimensions. European Management Journal, 33(3), 201-213.
Smith, J. B., & Colgate, M. (2007). Customer Value Creation: A Practical Framework. Journal of Marketing Theory and Practice, 15(1), 7-23.
Smith, J., & Firth, J. (2011). Qualitative Data Analysis: The Framework Approach. Nurse Researcher, 18(2), 52-62.
Sternberg, R. J. (2009). Cognitive Psychology. Belmont, CA: Wadsworth.
Teece, D. J. (2010). Corporate models, Business Strategy and Innovation. Long Range Planning, 43(2-3), 172-194.
Tellis, W. M. (1997). Introduction to Case Study. The Qualitative Report, 3(2), 1-14.
Wise, R., & Baumgartner, P. (1999). Go Downstream: The New Imperative in Manufacturing. Harvard Business Review, 77(5), 133-141.
Yin, R. K. (1981). The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26(1), 58-65.
Yin, R. K. (2003). Case Study Research: Design and Methods (3rd ed.). Thousand Oaks: Sage.
Zott, C., & Amit, R. H. (2008). The Fit Between Product Market Strategy and Corporate model: Implications for Firm Performance. Strategic Management Journal, 29(1), 1-26.
Zott, C., Amit, R., & Massa, L. (2011). The Corporate model: Recent Developments and Future Research. Journal of Management, 37(4), 1019-1042.
Afuah, A., & Tucci, C. L. (2001). Internet corporate models and strategies: Text and cases. New York, NY: McGraw-Hill/Iwin.
Al-Debei, M. M., & Avison, D. (2010). Developing a Unified Framework of the Corporate model Concept. European Journal of Information Systems, 19(3), 359-376.
Amit, R., & Zott, C. (2012). Creating Value through Corporate model Innovation. MIT Sloan Management Review, 53(3), 41-49.
Barney, J., Wright, M., & Ketchen, D. (2001). The Resource-Based View of the Firm: Ten Years After. Journal of Management, 27(6), 625-641.
Barringer, B. R., & Harrison, J. S. (2000). Walking a Tightrope: Creating Value through Interorganizational Relationships. Journal of Management, 26(3), 367-403.
Baxter, P., & Jack, S. (2008). Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report, 13(4), 544-559.
Bock, A. J., Opsahl, T., George, G., & Gann, D. M. (2012). The Effects of Culture and Structure on Strategic Flexibility during Corporate model Innovation. Journal of Management Studies, 49(2), 279-305.
Bryman, A., & Bell, E. (2013). Företagsekonomiska forskningsmetoder. Stockholm: Liber ekonomi. 76 Bucherer, E., Eisert, U., & Gassman, O. (2012). Towards Systematic Corporate model Innovation: Lessons from Product Innovation Management. Creativity and Innovation Management, 21(2), 183-198.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to Corporate models and Onto Tactics. Long Range Planning, 43(2-3), 195-215.
Chesbrough, H. (2010). Corporate model Innovation: Opportunities and Barriers. Long Range Planning, 43(2-3), 354-363.
Chesbrough, H., & Rosenbloom, R. S. (2002). The Role of the Corporate model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off Companies. Industrial and Corporate Change, 11(3), 529-555.
Christensen, C., & Overdorf, M. (2000). Metting the Challenge of Disruptive Change. Harvard Business Review, 78, 66-77.
de Brentani, U. (2001). Innovative Versus Incremental New Business Services: Different Keys for Achieving Success. Journal of Product Innovation Management, 18(3), 169- 187.
Fielt, E. (2014). Conceptualizing Corporate models: Definitions, Frameworks, and Classifications. Journal of Corporate models, 1(1), 85-105.
Gebauer, H., & Kowalkowski, C. (2012). Customer-Focused and Service-Focused Orientation in Organizational Structures. Journal of Business & Industrial Marketing, 27(7), 527- 537.
Gerring, J. (2004). What is a Case Study and What Is It Good for? American Political Science Review, 92(2), 341-354.
Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What Passes as a Rigorous Case Study? Strategic Management Journal, 29(13), 1465-1474.
Grönroos, C. (2007). Service Management and Marketing: Customer Management in Service Competition. Chichester, UK: John Wiley & Sons Ltd.
Hermann, M., Pentek, T., & Otto, B. (2016). Design Principles for Industries 4.0 Scenarios. Hawaii International Conference on System Sciences (HICSS), (pp. 3928-3937). Hawaii.
Horbach, J., Rammer, C., & Rennings, K. (2012). Determinants of Eco-Innovations by Type of Environmental Impact - The Role of Regulatory Push/Pull, Technology Push, and Market Pull. Ecological Economics, 78, 112-122.
Jenssen, J. I., & Nybakk, E. (2009). Inter-Organizational Innovation Promoters in Small, Knowledge-Intensive Firms. International Journal of Innovation Management, 13(3), 441-466.
Kindström, D. (2010). Towards a Service-Based Corporate model - Key Aspects for Future Competitive Advantage. European Management Journal, 28(6), 479-490.
Kindström, D., & Kowalkowski, C. (2009). Development of Industrial Service Offerings: A Process Framework. Journal of Service Management, 20(2), 156-172.
Kindström, D., & Kowalkowski, C. (2014). Service Innovation in Product-Centric Firms: A Multidimensional Business Mode Perspective. The Journal of Business & Industrial Marketing, 29(2), 96-111.
Kindström, D., Kowalkowski, C., & Nordin, F. (2012). Visualizing the Value of Service-Based Offerings: Empirical Findings From the Manufacturing Industry. Journal of Business & Industrial Marketing, 27(7), pp. 538-546.
Klein, H. K., & Myers, M. D. (1999). A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems. MIS Quarterly, 23(1), 67-93.
Kowalkowski, C. (2008). Managing the Industrial Service Function. Linköping, Sweden: Doctoral Dissertation, Linköping University.
Kowalkowski, C., Kindström, D., Brashear Alejandro, T. G., Brege, S., & Biggeman, S. (2012). Service Infusion as Agile Incrementalism in Action. Journal of Business Research, 65(6), 765-772.
Kudo, Y., Murai, T., & Akama, S. (2009). A Granularity-based Framework of Deduction, Induction, and Abduction. International Journal of Approximate Reasoning, 50(8), 1215-1226.
Kvale, S., & Brinkmann, S. (2014). Den Kvalitativa Forskningsintervjun. Lund: Studentlitteratur.
Lapierre, J. (2000). Customer-Perceived Value in Industrial Contexts. Journal of Business & Industrial Marketing, 15(2-3), 122-143.
Lekvall, P., & Wahlbin, C. (2001). Information for Marknadsföringsbeslut. Göteborg: IHM Publishing. Lin, A. C. (1998). Bridging Positivist and Interpretivist Approaches to Qualitative Methods. Policy Studies Journal, 26(1), 162-180.
Magretta, J. (2002). Why Corporate models Matter. Harvard Business Review, 80(5), 86-92.
Morris, M., Schinduehutte, M., & Allen, J. (2005). The Entrepreneur's Corporate model: Toward a Unified Perspective. Journal of Business Research, 58(6), 726-735.
Oliva, R., & Kallenberg, R. (2003). Managing the Transition from Products to Services. International Journal of Service Industry Management, 14(2), 160-172.
Osterwalder, A., & Pigneur, Y. (2010). The Corporate model Ontology: A Proposition in a Design Science Approach. In A. Osterwalder, & Y. Pigneur, Corporate model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Lausanne: University of Lausanne.
Payne, A., Frow, P., & Eggert, A. (2017). The Customer Value Proposition: Evolution, Development, and Application in Marketing. Journal of the Academy Marketing Science, 45(4), 467-489.
Porter, M. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 25-40.
Richardson, J. (2008). The Corporate model: An Integrative Framework for Strategy Execution. Strategic Change, 17(5-6), 133-144.
Ritchie, J., & Lewis, J. (2003). Qualitative Research Practice: A Guide for Social Science Students and Researchers. London: Sage.
Saebi, T., & Foss, N. (2014). Corporate models for open innovation: Matching heterogeneous open innovation strategies with corporate model dimensions. European Management Journal, 33(3), 201-213.
Smith, J. B., & Colgate, M. (2007). Customer Value Creation: A Practical Framework. Journal of Marketing Theory and Practice, 15(1), 7-23.
Smith, J., & Firth, J. (2011). Qualitative Data Analysis: The Framework Approach. Nurse Researcher, 18(2), 52-62.
Sternberg, R. J. (2009). Cognitive Psychology. Belmont, CA: Wadsworth.
Teece, D. J. (2010). Corporate models, Business Strategy and Innovation. Long Range Planning, 43(2-3), 172-194.
Tellis, W. M. (1997). Introduction to Case Study. The Qualitative Report, 3(2), 1-14.
Wise, R., & Baumgartner, P. (1999). Go Downstream: The New Imperative in Manufacturing. Harvard Business Review, 77(5), 133-141.
Yin, R. K. (1981). The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26(1), 58-65.
Yin, R. K. (2003). Case Study Research: Design and Methods (3rd ed.). Thousand Oaks: Sage.
Zott, C., & Amit, R. H. (2008). The Fit Between Product Market Strategy and Corporate model: Implications for Firm Performance. Strategic Management Journal, 29(1), 1-26.
Zott, C., Amit, R., & Massa, L. (2011). The Corporate model: Recent Developments and Future Research. Journal of Management, 37(4), 1019-1042.