Organising for servitizing: a PSS provider’s perspective

Despite the numerous benefits that the implementation of a servitization strategy can bring to manufacturing companies, several challenges have to be faced. Among others, changes of intra- and inter- organisational relationships are required in order to create, capture and deliver new value. In such a context, this paper investigates how the servitization level of a PSS offering impacts on the organisational dimension of a PSS provider as well as on its value-creation network. A theoretical conceptual model, derived from a literature analysis, is refined and expanded into an explanatory conceptual framework through an empirical investigation. Finally, some directions for future research are pointed out.