An entrepreneurial framework for value co-creation in servitization

Man Yang*, Tiina Leposky

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The importance of value co-creation in servitization is increasingly emphasized but remains largely unexplored from the entrepreneurship theoretical perspective. This study develops an entrepreneurial framework for value co-creation in servitization by conducting a qualitative case study with middle managers from a multinational industrial company. The empirical findings suggest that value co-creation facilitates the discovery and creation of service opportunities through middle managers' entrepreneurial actions, that is, boundary spanning and bricolage. We also find that servitization reinforces value co-creation through middle managers' exploitation or exploration of service opportunities. The study not only offers new knowledge on the mutual influence between value co-creation and servitization, but also discusses the importance of middle managers as individual level actors in value co-creation. In addition, this study acts as a call for entrepreneurship frameworks for research on servitization.
Original languageEnglish
Peer-reviewed scientific journalIndustrial Marketing Management
Volume107
Pages (from-to)484-497
ISSN0019-8501
DOIs
Publication statusPublished - 09.11.2022
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • value co-creation
  • servitization
  • entrepreneurship
  • middle managers

Fingerprint

Dive into the research topics of 'An entrepreneurial framework for value co-creation in servitization'. Together they form a unique fingerprint.

Cite this