+44 (0)1509 263171
Please use this identifier to cite or link to this item:
|Title: ||Interactively developed capabilities: Evidence from dyadic servitization relationships|
|Authors: ||Raddats, Chris|
Ziaee Bigdeli, A.
Interactively developed capabilities
|Issue Date: ||2017|
|Publisher: ||© Emerald|
|Citation: ||RADDATS, C. ...et al.,2017. Interactively developed capabilities: Evidence from dyadic servitization relationships. International Journal of Operations and Production Management, 37 (3), pp. 382-400.|
|Abstract: ||Purpose – The paper challenges the focal firm perspective of much resource/capability
research, identifying how a dyadic perspective facilitates identification of capabilities required for servitization.
Design/methodology/approach – Exploratory study consisting of seven dyadic relationships in five sectors.
Findings –An additional dimension of capabilities should be recognised; whether they are developed independently or interactively (with another actor). The following examples of interactively developed capabilities are identified: knowledge development, where partners
interactively communicate to understand capabilities; service enablement, manufacturers work with suppliers and customers to support delivery of new services; service development, partners interact to optimise performance of existing services; risk management, customers work with manufacturers to manage risks of product acquisition/operation. Six propositions were developed to articulate these findings.
Research implications/limitations – Interactively developed capabilities are created when two or more actors interact to create value. Interactively developed capabilities do not just reside within one firm and, therefore, cannot be a source of competitive advantage for one firm alone. Many of the capabilities required for servitization are interactive, yet have
received little research attention.
The study does not provide an exhaustive list of interactively developed capabilities, but demonstrates their existence in manufacturer/supplier and manufacturer/customer dyads.
Practical implications – Manufacturers need to understand how to develop capabilities
interactively to create competitive advantage and value and identify other actors with whom these capabilities can be developed.
Originality/value – Previous research has focused on relational capabilities within a focal firm. This study extends existing theories to include interactively developed capabilities. The paper proposes that interactivity is a key dimension of actors’ complementary capabilities.|
|Description: ||This paper is in closed access until July 2018.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1108/IJOPM-08-2015-0512|
|Appears in Collections:||Closed Access (Business School)|
Files associated with this item:
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.