Short answer
Embrace and proactively manage inter-organizational tensions as a catalyst for innovation in servitization projects, particularly those focused on circularity.
- Field
- Innovation & Design
- Source
- Industrial Marketing Management (2023)
- Method
- Case Study
- Evidence
- Moderate effect
Inter-organizational tensions are not obstacles but generative forces that drive the emergent nature of servitization, particularly in circular economy contexts. This innovation & design research insight is drawn from a 2023 study published in Industrial Marketing Management. Using Case study, researchers explored how this design variable affects real-world outcomes. The key design takeaway: Embrace and proactively manage inter-organizational tensions as a catalyst for innovation in servitization projects, particularly those focused on circularity.
Servitization as a Dialectic Process: Managing Tensions for Circular Service Innovation
Inter-organizational tensions are not obstacles but generative forces that drive the emergent nature of servitization, particularly in circular economy contexts.
Industrial Marketing Management · 2023
Key Findings
- 01Inter-organizational tensions are inherent to servitization and can be generative.
- 02Tensions emerge from the clash between existing and envisioned situations, and can be anticipated or unanticipated.
- 03The ARA framework helps to 'open the black box' of these tensions by analyzing relationship structures.
Application
Design takeaway
Embrace and proactively manage inter-organizational tensions as a catalyst for innovation in servitization projects, particularly those focused on circularity.
How to apply
When designing a new service offering that involves multiple stakeholders or a shift to a service-based model, map out potential points of conflict and tension early on. Develop strategies to navigate these tensions constructively, viewing them as opportunities for refinement and innovation.
Project actions
- 01When researching a new product or service, consider the relationships between different companies involved.
- 02Think about how disagreements or conflicting goals might arise and how they could be managed.
- 03If your project involves a service-based model, explore the potential for 'tensions' between stakeholders.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Applies a novel dialectic process model to servitization.
- +Integrates established theoretical frameworks (dialectic theory, ARA) with a contemporary business context (circular economy).
Limitations
A single case study may not represent all servitization initiatives. The specific context of the construction industry and circular economy might influence the nature of the tensions observed.
Reliability & validity
The study's reliance on a single case study may limit its external validity. However, the use of established theoretical frameworks and detailed analysis within the case enhances internal validity.
Think critically
To what extent can 'tensions' be intentionally engineered into a design process to foster innovation, and what are the ethical considerations of doing so?
Design Principles
"Servitization is a dialectic process where competing interests and tensions can be leveraged for emergent innovation."
Understanding and managing these tensions is crucial for successful innovation and adoption of service-based business models. Designers and strategists can leverage these tensions to foster more robust and adaptive service offerings.
What This Means for Your Design
When companies try to offer services instead of just products, especially for things like recycling or reuse, there are often disagreements between the companies involved. This study shows that these disagreements aren't always bad; they can actually help the new service idea get better and evolve.
How to use in your project
- 1.Reference this study when discussing the complexities of stakeholder relationships in your design project, particularly if it involves service innovation or circular economy principles.
Add to My Project
Quick Cite
Paragraph starter
The research by Stegehuis et al. (2023) provides valuable insight into servitization, suggesting that inter-organizational tensions, rather than being purely detrimental, can act as generative forces driving innovation. Their case study on a circular 'Façade-as-a-Service' proposition in the construction industry revealed how these tensions, arising from conflicting existing and envisioned situations, can be anticipated or unanticipated. This perspective is crucial for understanding the emergent nature of service-based business models and highlights the need for designers to proactively manage these inherent conflicts as opportunities for development.
Source
Industrial Marketing Management
Inter-organizational tensions in servitization: A dialectic process model
journal · 2023
View sourceQuestions About This Research
- What does the research say about servitization as a dialectic process: managing tensions for circular service innovation?
- Embrace and proactively manage inter-organizational tensions as a catalyst for innovation in servitization projects, particularly those focused on circularity. Evidence: Industrial Marketing Management (2023).
- Why does "Servitization as a Dialectic Process: Managing Tensions for Circular Service Innovation" matter for design?
- Understanding and managing these tensions is crucial for successful innovation and adoption of service-based business models. Designers and strategists can leverage these tensions to foster more robust and adaptive service offerings.
- How can designers apply this research?
- Embrace and proactively manage inter-organizational tensions as a catalyst for innovation in servitization projects, particularly those focused on circularity.
- What were the main findings?
- Inter-organizational tensions are inherent to servitization and can be generative.. Tensions emerge from the clash between existing and envisioned situations, and can be anticipated or unanticipated.. The ARA framework helps to 'open the black box' of these tensions by analyzing relationship structures.
- What research method was used?
- Case Study.
- How strong is the evidence?
- Evidence strength is rated Moderate effect, based on a 2023 journal from Industrial Marketing Management.
- What should I do differently in my next project?
- When designing a new service offering that involves multiple stakeholders or a shift to a service-based model, map out potential points of conflict and tension early on. Develop strategies to navigate these tensions constructively, viewing them as opportunities for refinement and innovation.
- What are the limitations?
- The findings are based on a single case study, limiting generalizability. The study focuses on a specific type of circular service proposition.