Building on the theory of the growth of the firm to develop an attitude and time based view of the firm

We do not have today a commonly accepted theory that explains how and why firms behave as they do. This research seeks to address this gap and improve theoretical understanding of firm level behaviour and performance. This research considers different theoretical perspectives and argues that the strategic perspective is the most appropriate level to investigate firm-level behaviour. At this strategic level, this research challenges the widely used resource-based view and instead calls for a return to the theory of the growth of the firm. Contrary to most contemporary research, this research argues that the theory of the growth of the firm is distinct from, and superior to, the widely used resource-based view. Despite arguing for a return to the theory of the growth of the firm, this research identifies and seeks to address important gaps in the theory. It does so by developing a new conceptual framework, defined as the Attitude and Time Based View (ATBV) of the firm. The new framework is underpinned by the theory of the growth of the firm and complemented by ideas from the theory of planned behaviour. In line with these theories, the ATBV framework proposes that the most important resource available to firms is management time, and that management attitudes determine how management time is used by firms. This research tests the ATBV framework using a two-year longitudinal case study methodology with a large logistics service provider (LSP) firm that seeks to carry out a planned strategic change to develop a new Product Service System (PSS) business model. The data collected are analysed using a newly developed DISC (Direction, Importance, Strength and Consistency) score of management attitudes. The findings from the analysis demonstrate how management attitudes evolved, how the change in attitudes impacted the allocation of management time and how the change in management time allocation impacted the performance of the firm. An assessment of the research methodology reveals several limitations. In particular, the potential for research bias is highlighted due to the researcher performing the dual role of researcher and employee. The mitigating actions taken to minimise the limitations are provided. The research concludes that the theory of the growth of the firm and its focus on management time does provide useful insight into firm-level behaviour and performance. The conclusions from this research are found to link closely with the concept of ambidextrous firms and how firms seek to find the right balance between exploring and exploiting productive opportunities. This research has theoretical and practical implications. From a theoretical perspective, the research provides a new conceptual framework and methodology to investigate firm-level behaviour and performance. From a practical perspective, the research encourages managers to reflect on their own attitudes and the attitudes of those around them and also encourages managers and firms to consider how they use their time, and how this ultimately affects the behaviour and performance of the firm

Developing a conceptual framework for PSS business models

This paper proposes a conceptual framework to assist with the development of PSS business models. The paper includes a literature review of theory applied in existing PSS research, and a review to identify existing theoretical perspectives that could be applied in the field of PSS business model development. Five theoretical perspectives are considered as a basis for the creation of a new conceptual framework. The output of the paper is a new conceptual framework that can be used to help researchers to identify existing theories to help to develop understanding of PSS business models

Towards a theory for Operational Excellence

The term Operational Excellence is widely applied to businesses but the meaning is ill-defined and is often used as a desired goal. This paper provides a comprehensive review of Operational Excellence and starts to address the criticism of its lack of theoretical foundation. The aim of this conceptual paper is to clarify the meaning of Operational Excellent and to identify the underpinning theories and laws, or rules that guide it. Based on the synthesis of the literature using the term 'Operational Excellence' writings are reviewed against five criteria for a good theory. Our findings show there has been considerable research into identifying common practices and regularities of Operational Excellence but currently there is no single underlying theory of Operational Excellence that meets the criteria for a good theory. From our analysis of the literature we provide some recommendations to address the gaps found. Further research is required to develop a more robust theory of Operational Excellence that will serve to facilitate learning and innovation in next generation management thinking. Future study is also required to identify research that has been carried out that has tested the laws identified in this study. Ideas and input from practitioners would also be required to develop the theory and underpinning laws

Distributed manufacturing as an opportunity for service growth in logistics firms

Purpose The aim of the paper is to explore the changing role of a logistics service providers (LSPs) to better support their supply chain (SC) partners on their journey of advancing their product-service systems through distributing manufacturing around the world. The purpose of this paper is to investigate a novel route towards service growth followed by the LSP by integrating upstream into the value chain and the resultant consequences in the configuration of the servitisation strategy, SC structure and allocation of roles. Design/methodology/approach A longitudinal exploratory case study design is followed. The case company is one of the world’s largest LSPs. Findings The study highlights how companies can transition towards the development of service solutions when not following a uni-directional, downstream pattern of integration in the value chain. The findings challenge the established model of servitisation as a forward uni-directional process across the continuum from goods to a service-focussed logic. They illustrate how companies can also move in a reversed direction, move possible back-and-forth or extend and restrict their position along the servitisation continuum. Originality/value The study reveals that service transition involves a deliberate developmental process to build capabilities as firms shift the focus of their product-service offering. It provides novel empirical evidence of how the service growth journey can manifest itself in practice. With insights into the benefits and challenges of distributed manufacturing, it also highlights some of the opportunities available to LSPs to expand their product-service offerings and some of the potential threats

Developing a Product-Service System through a Productisation Strategy: A Case from the 3PL Industry

A Product-Service System (PSS) is created by combing a tangible product and an intangible service into one integrated offering. Thus, a PSS can be achieved by a production company adding intangible services to a product using a servitization strategy. Or, by a service company adding a tangible product to a service by means of a productisation strategy. The focus of this paper is on the latter. Our work demonstrates a significant gap in the literature in this area. To address this, we adapt an existing PSS conceptual framework provided by Oliva and Kallenberg (2003) as a means to identify the driving and restraining forces considered by a service company as it explored the possibility of pursuing a PSS productisation strategy. The conceptual framework is applied in an exploratory case study with a 3PL service provider. Application of the framework reveals new driving and restraining forces not previously discussed in the literature. Furthermore, it allows a preliminary quantification of the driving and restraining forces using a force field analysis approach (Lewin, 1951). Our work contributes towards the expansion of the empirical knowledge base in the area of PSS

Towards a theory of operational excellence

The term Operational Excellence is widely applied to businesses but the meaning is ill-defined and is often used as a desired goal. This paper provides a comprehensive review of Operational Excellence and starts to address the criticism of its lack of theoretical foundation. The aim of this conceptual paper is to clarify the meaning of Operational Excellent and to identify the underpinning theories and laws, or rules that guide it. Based on the synthesis of the literature using the term ‘Operational Excellence’ writings are reviewed against five criteria for a good theory. Our findings show there has been considerable research into identifying common practices and regularities of Operational Excellence but currently there is no single underlying theory of Operational Excellence that meets the criteria for a good theory. From our analysis of the literature we provide some recommendations to address the gaps found. Further research is required to develop a more robust theory of Operational Excellence that will serve to facilitate learning and innovation in next generation management thinking. Future study is also required to identify research that has been carried out that has tested the laws identified in this study. Ideas and input from practitioners would also be required to develop the theory and underpinning laws

Developing PSS business ecosystems in the digital era

This paper presents two approaches to developing PSS (product-service systems) business ecosystems for manufacturing and service organisations by leveraging digital development. Our research is based on two in-depth, comparative case studies of large multinational corporations: one manufacturing company that takes the servitisation approach and the other a logistics services company taking a productisation approach. The research addresses two principal gaps in extant PSS research. First, most extant PSS research focuses predominantly on servitisation development and overlooks the productisation perspective. We address this gap by considering PSS from both a productisation and servitisation perspective. Second, extant research investigates PSS integration mainly from the ‘technical’ and ‘commercial’ perspectives. In contrast, this research adds a ‘social’ perspective by considering the business-to-authority (B2A) and business-to-public (B2P) relations. The findings also provide business practitioners with preliminary yet meaningful insights into holistic consideration of PSS ecosystem integration from ‘technical’, ‘commercial’ and ‘social’ perspectives. Moreover, we seek to push the boundaries of PSS ecosystem research and promote interdisciplinary research across fields, including business strategy, industrial marketing, social marketing, public policy and supply chain management