Failure Modes in Servitization: A Process Theory
通过对现有案例研究的定性元分析，本文提出了一个过程理论，识别了服务化过程中的三种常见失败模式，并解释了产品与服务业务之间的张力如何导致失败，对管理者有直接指导意义。
ABSTRACT The implementation of servitization as a business strategy remains a significant challenge for firms seeking to offer integrated product‐service bundles. Despite the growing body of research in the servitization literature, an integrative framework for explaining the recurring failures in servitization efforts has yet to emerge. Through a qualitative meta‐analysis of empirical evidence documented in existing case studies, we develop a process theory that examines the tensions between product and service businesses during the service business development process. Our study identifies three common servitization failure modes, highlights the contributing factors across various stages of servitization, and establishes causal links between structural elements and behavioral outcomes to explain the heterogeneity in service business performance. By adopting a process perspective, we provide a more nuanced understanding of servitization dynamics, offering new insights that complement and extend established theories on firm growth and capability development. We conclude by discussing managerial implications for firms pursuing a servitization strategy and outlining future research steps to test and further refine the proposed theory.