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The Palgrave Handbook
of Servitization
Edited by
Marko Kohtamäki · Tim Baines
Rodrigo Rabetino · Ali Ziaee Bigdeli
Christian Kowalkowski
Rogelio Oliva · Vinit Parida
The Palgrave Handbook of Servitization
Marko Kohtamäki · Tim Baines ·
Rodrigo Rabetino · Ali Ziaee Bigdeli ·
Christian Kowalkowski · Rogelio Oliva ·
Vinit Parida
Editors
The Palgrave
Handbook
of Servitization
Editors
Marko Kohtamäki Tim Baines
School of Management Aston Business School
University of Vaasa Aston University
Vaasa, Finland Birmingham, UK
Vinit Parida
Department of Business Administration
Luleå University of Technology
Luleå, Sweden
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature
Switzerland AG 2021
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Contents
v
vi Contents
Servitization Process
Viewing Servitization Through a Practice-Theoretical Lens 231
Katja Maria Hydle and Marko Kohtamäki
Microfoundations of Servitization: An Individual-Level
Perspective 247
Wim Coreynen
Contents vii
Index 539
Notes on Contributors
ix
x Notes on Contributors
and recently also data science. His work has been published in journals such as
Industrial Marketing Management (IMM), the International Journal of Produc-
tion Research (IJPR), and Journal for Business Research (JBR) as well as books
such as Practices and Tools for Servitization: Managing Service Transition.
Philip Davies is a Lecturer in Operations Management at Henley Busi-
ness School, University of Reading after completing his Ph.D. in Operations
Management at the University of Warwick in 2018. He previously worked as
a design engineer for various companies and worked in a range of industries
including automotive, aerospace, fashion, medical, television, and film. His
research focus includes service operations management, service design, service
modularity, servitization and digitalization of manufacturing and service orga-
nizations with emphasis placed on additive manufacturing and the Internet
of Things.
Ibon Gil de San Vicente holds a Degree in Economics from the Univer-
sity of the Basque Country. Following this he continued his studies with
a master’s degree in Business Administration from the University of Kent
(UK) and a master’s degree in Business Innovation from the University of
Deusto. Since 2006 he has worked at Orkestra-Basque Institute of Competi-
tiveness where he has had a number of responsibilities, primarily in the area
of general and project management, communication, and institutional rela-
tions. Before joining Orkestra he developed his career in different financial
entities, where he assumed responsibilities linked to commercial banking and
risk management.
Suvi Einola (Ph.D.) works as an Assistant Professor at the University of
Vaasa. Before joining the academia, Suvi worked in the public sector for
fifteen years in managerial, management, training, and development posi-
tions. She has facilitated strategy workshops in different types of organiza-
tions over ten years and has been in charge of managerial training for a
medium-sized city organization for five years. In her research, Einola has
focused on strategic practices and the challenges of servitization in both public
and private sectors. Her research has been published in scientific journals and
books in both the public sector and industrial marketing.
Dr. Thomas Frandsen is an Associate Professor at the Department of Oper-
ations Management, Copenhagen Business School, Denmark. He is co-
principal investigator on the collaborative research project Driving compet-
itiveness through servitization which focuses on service strategies in Danish
industrial firms. His current research interests are in the area of service
operations management, service architecture and modularity, servitization,
Notes on Contributors xiii
Bristol and Bath region. Her work now focusses on value creation and service
ecosystems.
Tuomas Huikkola is an Assistant Professor at the School of Management
at the University of Vaasa. His special interest is in digital servitization
and incumbent firm’s strategic change. He has published in a number of
journals, including Industrial Marketing Management, Research-Technology
Management, and Journal of Business and Industrial Marketing.
Katja Maria Hydle works as an Associate Professor at the University of
Oslo, Department of Informatics and serves as a Research Professor at
NORCE Norwegian Research Centre AS. She holds a Ph.D. in Strategic
Management from BI Norwegian Business School and an M.A. in European
Politics and Administration from College of Europe. Hydle’s research inter-
ests include digital transformation, ecosystems, and platformization with a
focus on servitization, collaborative business practices, and strategizing. Her
work has appeared in journals such as Organization Studies, Human Relations,
Journal of World Business, and Management Learning.
Anmar Kamalaldin is a Ph.D. candidate in entrepreneurship and inno-
vation at Luleå University of Technology (Sweden). His research focuses
on business-to-business relationships and innovation ecosystems in digital
servitization context.
Bart Kamp is a Principal Investigator in the focus area of Business Inter-
nationalization and Servitization at Orkestra-Institute of Basque Competi-
tiveness. His research focuses on competitive strategies that enable firms to
be leaders in their niches on the international market and on servitization
processes among manufacturing firms. With over 25 years of professional
experience, Bart has held positions as a researcher and advisor in fields like:
innovation policies, industrial competitiveness, foreign investment attraction,
and business development. Bart has authored many articles and edited several
books on these subjects. His work has been published in Dutch, English,
Spanish, Basque, Portuguese, and Japanese. He has rendered services to multi-
lateral institutions, governmental organizations, SMEs, and multinationals
from Belgium, The Netherlands, Luxembourg, Germany, France, Portugal,
Spain, Romania, Lithuania, Argentina, Chile, and Colombia. Apart from
his work at Orkestra, he teaches at Deusto Business School (Spain) and the
Louvain School of Management (Belgium).
Marko Kohtamäki is a Professor of Strategy, and a director of the “Strategic
Business Development” (SBD) research group at the University of Vaasa, a
Visiting Professor at Luleå University of Technology and University of South-
Eastern Norway, and as a Docent at University of Oulu. Prof. Kohtamäki
Notes on Contributors xv
industry, where she completed two more projects in the topic project manage-
ment and digitalization as a part of her master’s degree. Anet is currently
working as a Junior Project Consultant where she is responsible for carrying
out operative project management for an R&D Project. When she is not
working, she can be found traveling around the world, trying new cuisines.
Unless, we are mid-pandemic—then you can find her trying new cuisines in
her own kitchen.
Prof. Dr. Paul Matthyssens is a Professor of Global Business and Global
Marketing at the University of Milano-Bicocca Department of Economics,
Quantitative Methods, and Business Strategy. He teaches Strategic Manage-
ment at the University of Antwerp (Department of Management) and
Antwerp Management School (AMS). He has published in academic jour-
nals such as Industrial Marketing Management, Journal of Management Studies,
Strategic Organization, Long Range Planning, Technovation, Journal of Busi-
ness & Industrial Marketing, Psychology & Marketing, International Marketing
Review, Journal of Engineering & Technology Management, International
Journal of Production Research and Journal of Purchasing & Supply Manage-
ment. His research interests include business and industrial marketing, value
innovation, servitization, global strategy, industry transformation, business
modeling, ecosystems, and purchasing strategy. Matthyssens is a member of
the Strategy Council to the Board of the European top research institute
VITO (2017-now).
Frederik Möller is a Chief Engineer at the Chair for Industrial Information
Management at TU Dortmund University. He holds a Masters’s degree in
Industrial Engineering, and his research focuses on design theory, business
models, and Logistics.
Khadijeh Momeni received a Ph.D. degree in business and technology
management from Tampere University. She currently works as a postdoctoral
research fellow at the Department of Industrial Engineering and Manage-
ment, Tampere University. Her current research interests include managing
industrial service business and digital servitization of manufacturing firms.
Max Niemann studies industrial engineering at TU Dortmund University
and works as a student assistant in the field of maintenance and service
management at the Chair of Enterprise Logistics at the faculty of Mechanical
Engineering of TU Dortmund University.
Rogelio Oliva is the Bob and Kelly Jordan Professor of Business in the
Department of Information and Operations Management at Mays Business
School, Adjunct Professor at the Zaragoza Logistics Center, and Research
xviii Notes on Contributors
Affiliate at MIT Center for Transportation & Logistics. His research explores
how behavioral and social aspects of an organization interact with its tech-
nical components to determine the firm’s operational performance. His
current research interests include behavioral operations management, retail
and service operations, and the transition that product manufacturers are
making to become service providers. His research work has been published
in several academic journals, among them: Management Science, Organiza-
tion Science, Journal of Operations Management, Production and Operations
Management, and California Management Review. He is the recipient of the
2019 Jay W. Forrester Award for the best written contribution to the System
Dynamics field in the preceding five years.
Mădălina Pană is a Ph.D. student at the Department of Technology,
Management and Economics, Technical University of Denmark (DTU
Management). Her research focuses on the organizational transition to servi-
tization with a specific focus on employee management.
Vinit Parida is a Chaired Professor of Entrepreneurship and Innovation
at Luleå University of Technology. His researches subjects are about how
companies can evolve their business to higher profitability with digitalization
through servitization and business model innovation in collaboration with
leading companies in different industrial sectors. The research work involves
cooperation with large companies like ABB, Billerudkorsnäs, Boliden, Epiroc,
Ericsson, Gestamp HardTech, IBM, Komatsu Forest, Lindbäcks, Metso,
Sandvik Coromant, SCA, Scania, Volvo Cars, and Volvo Construction Equip-
ment. His research results has been published in 200+ leading international
peer-reviewed journals, conferences, book chapters, and industry/popular
publications. Such as Strategic Management Journal , Journal of Management
Studies, Entrepreneurship Theory and Practice, Journal of Product Innovation
Management, California Management Review, Long Range Planning, Industrial
Marketing Management, Journal of Business Research, International Journal of
Production Economics, Production and Operation Management, International
Journal of Operations & Production Management, Strategic Entrepreneurship
Journal , Entrepreneurship and Regional Development, Journal of Small Busi-
ness Management, and Journal of Cleaner Production. He is active within
different academic communities and has presented research results in well-
known international conferences, such as Babson College Enterprise Research
Conference, Research in Entrepreneurship and Small Business (RENT), The
Annual ICSB World Conference, International Conference on Management of
Technology (IAMOT), International Product Development Management Confer-
ence, and CRIP IPSS Conference. Associate Editor of Journal of Business
Notes on Contributors xix
the implementation of new business models and how that affects the whole
business ecosystems as well as how to secure that economic, environmental,
and social value is generated. The circular economy research is well aligned
with the industrial symbiosis concept and is of great value when combines
with business model thinking. The results of her work have been published in
over 20 leading international peer-reviewed journals, conferences, book chap-
ters, and industry/popular publications., such as Journal of Cleaner Produc-
tion, International Journal of Production and Operations Management, and
Industrial Marketing Management.
Eugen Rodel holds a Doctor of Business Administration (DBA) degree from
Charles Sturt University in Australia. With respect to this, he studied Busi-
ness Models and the transition of capital goods companies from manufac-
turers to service providers. After graduation as a Master of Engineering (Old
Dominion University, USA), he worked as a Research Engineer for a start-
up in the telecommunication industry. Subsequently, he received an Exec-
utive M.B.A. degree (Bern University of Applied Science, Switzerland) and
held the position of product manager in the industrial goods sector. Today
he works as an independent consultant and researcher. His areas of interest
include Digital Transformation, Innovation, and Visual Thinking. Moreover,
he is very tech-savvy and thus enthusiastic for information and communica-
tion technology, especially the topics Computer Programming and Artificial
Intelligence.
María Alejandra Rodríguez is a master candidate in Economics and Indus-
trial Development at Universidad Nacional General Sarmiento in Argentina.
She is an assistant professor of Strategic Management and junior researcher
of the Research Group on Development, Innovation, and Competitiveness at
the National Technological University in Argentina. Her research interests are
in digital servitization, strategic management, and intellectual property.
Nicola Saccani is an Associate Professor at the Department of Industrial
and Mechanical Engineering at the University of Brescia (Italy), where he
is part of the RISE laboratory (Research and Innovation for Smart Enter-
prise, www.rise.it). He is a member and past coordinator of the ASAP Service
Management Forum. His research activities concern service and supply chain
management, with particular reference to the impact of phenomena such as
the digital transformation, servitization, and circular economy on business
models, supply chain configuration and operations management. He is the
author of several scientific publications in such fields. He has also taken part
to several company transfer projects on such topics.
xxii Notes on Contributors
allowed him to gain and build expertise in various fields. When he is not
researching and working, he can be found up to 70 meters underwater in the
cold lakes of Switzerland.
Prof. Vicky M. Story is a Professor of Marketing at the School of Business
and Economics, Loughborough University, United Kingdom. Her primary
research interests lie in the fields of fields of marketing strategy, innovation
and services, including entrepreneurial orientation and firm performance,
radical innovation, servitization, including capabilities and network implica-
tions. She has published on these issues in such journals as: Journal of Product
Innovation Management; Journal of Business Venturing; Industrial Marketing
Management; and International Journal of Operations and Production Manage-
ment. She received her Ph.D. in marketing from Loughborough University
in 1998.
Bieke Struyf is a Ph.D. Candidate at the University of Antwerp and
researcher at the Antwerp Management School. She obtained her master’s
degree in Applied Economics at the KU Leuven and is currently part of
the multidisciplinary team surrounding FWO-project Paradigms 4.0 which
investigates how manufacturing companies can implement Industry 4.0 tech-
nology in a sustainable manner. As a Ph.D. Candidate, she focuses on
the identification of value-creating strategies, barriers, and critical success
factors which contribute to effective digital transformation. She does so under
the supervision of Prof. Dr. Paul Matthyssens. Mainly qualitative research
methods are used in her multilevel and multidisciplinary research of trans-
formation processes which investigate the impact on and mobilization of
individual employees, the organization, and its surrounding ecosystem.
Viktor Sundholm main interest is in industrial business development, and
has been involved in several research projects and consulting assignments in
this area. The Ph.D. research (in final phase) has been based on solution
business strategy and value-based selling. Currently, Mr. Sundholm is mainly
involved in teaching through the FITech Network University and in Finland’s
leading ecosystem on digitalizing the manufacturing industry, REBOOT IoT
Factory.
Tinhinane Tazaïrt is a Ph.D. candidate in Management Sciences and a
Member of the Coactis research center at Lumière Lyon 2 University, where
she also teaches strategic marketing. Her Ph.D. research is funded by the
Auvergne-Rhône-Alpes (AURA) district. Her research interests are in the
areas of servitization and digitalization, with a focus on performance issues
in servitized industrial SMEs that attempt to digitalize their servitization.
xxiv Notes on Contributors
industrial firms to develop and deliver new services and service-friendly busi-
ness models. He is a member of the advisory board for ASAP Service Manage-
ment Forum and a member of the Swiss Alliance of Data-Intensives Services.
He lives close to Zurich with his wife and two children. He climbs, skis and
runs.
Lars Witell is a Professor of Marketing at Linköping University, Sweden
and holds a position as Professor of Service Research at the CTF-Service
Research Center at Karlstad University in Sweden. His research interests
concern service innovation, service infusion, and customer experience. We do
research with major Swedish firms such as Volvo and IKEA. He has published
about 75 papers in scholarly journals such as Journal of Service Research, Inter-
national Journal of Operations and Production Management, Journal of Service
Management, and Industrial Marketing Management. He is also an Associate
Editor for Journal of Business Research and Journal of Services Marketing.
Dr. Judy Zolkiewski is a Professor in Marketing at Alliance Manchester
Business School. Before becoming an academic she worked for 15 years in
the industrial controls industry. She received her Ph.D. in 1999 from UMIST
and has worked at Manchester since then, initially at Manchester School of
Management (UMIST) and, following the merger of UMIST and University
of Manchester, at AMBS. Her research interests are focused on understanding
business markets, relationships and networks both in the traditional manu-
facturing and engineering industries and in the evolving business-to-business
services sector with specific focus on relationship and network dynamics,
servitization, strategy, and technology. Her current research projects focus on
the processes underpinning relationships and networks and the transforma-
tions that are needed for manufacturers to successfully deliver services. She
has been heavily involved in knowledge transfer projects and has published
in Journal of Business Research, European Journal of Marketing, Industrial
Marketing Management, International Journal of Operations & Production
Management, International Journal of Production Economics, Journal of Services
Marketing, the Journal of Marketing Management, and Journal of Business &
Industrial Marketing.
Wenting Zou is a Ph.D. student at the Department of Industrial Engi-
neering and Management (DIEM) at Aalto University in Finland. From
June 2016 to the 2021, she has been dedicated to doctoral research on
managing service contracting in buyer-supplier collaboration. She has been
published her doctoral work in International Journal of Operations and Produc-
tion Management as the first author. She was awarded the scholarship for
xxvi Notes on Contributors
the first refereed article at the doctoral program in Science at Aalto Univer-
sity in 2018. She has reviewed papers for International Journal of Operations
& Production Management, and Journal of Purchasing and Supply Manage-
ment. She is due to graduate in Spring 2021. Now she lives in Canton of
Zurich with her husband and son. She likes traveling, swimming, running,
and playing cards (e.g., Swiss Jass).
List of Figures
xxvii
xxviii List of Figures
xxxiii
xxxiv List of Tables
1 Introduction
Manufacturers have shifted their focus from products to smart solutions in
the search for higher returns and additional growth opportunities (Lightfoot
et al., 2013; Matthyssens & Vandenbempt, 2008; Rabetino et al., 2015).
This shift, described as servitization (Vandermerwe & Rada, 1988) or later as
digital servitization (Coreynen et al., 2017; Kohtamäki, Parida et al., 2019), is
a lengthy and complex process for which positive outcomes cannot be guaran-
teed (Gebauer et al., 2005; Oliva & Kallenberg, 2003). The present chapter
consolidates contemporary research on servitization and sheds light on the
structure and relevant concepts in this multidisciplinary field (Rabetino et al.,
2018).
Servitization—the shift from a product-centric to a service-centric business
model and logic (Kowalkowski, Gebauer, Kamp, & Parry, 2017)—represents
a powerful growth engine for firms seeking to expand beyond their traditional
product core. Examples include both traditional machine manufacturers and
software companies that have shifted to cloud-based subscription models.
Today, servitization has become a flourishing and active research domain,
attracting interest from a wide range of disciplines, including marketing,
operations, engineering management, service management, and environ-
mental research (Rabetino et al., 2018; Raddats et al., 2019).
Whereas managers generally agree that they must move into services,
empirical research suggests mixed outcomes from such transformations. The
link between servitization and performance has been demonstrated to be
potentially nonlinear and complex (Fang et al., 2008; Kohtamäki, Parida
et al., 2020; Kohtamäki et al., 2013). Frequently, failures have been argued
to emerge from poor implementation, lack of required capabilities, poorly
executed processes, organizational tensions, and other factors (Lenka et al.,
2018; Martinez et al., 2017; Parida et al., 2014; Visnjic Kastalli et al., 2013).
Recent studies highlight the important role of digitalization in ensuring prof-
itable servitization (Cenamor et al., 2017; Lenka et al., 2017). This interplay
between digitalization and servitization has been captured under the term
“digital servitization,” which emphasizes value creation through the interplay
between products, services, and software (Kohtamäki, Parida et al., 2019;
Porter & Heppelmann, 2014) and represents an important future research
stream in the servitization literature.
This chapter provides an overview of the changing landscape of servitiza-
tion research, including the transformation process, business model content,
and context with various contingencies (Kohtamäki, Henneberg et al., 2019).
R. Oliva
Mays Business School, Texas A&M University, College Station, TX, USA
e-mail: roliva@tamu.edu
V. Parida
Department of Business Administration, Luleå University of Technology, Luleå,
Sweden
e-mail: vinit.parida@ltu.se
Theoretical Landscape in Servitization 3
Table 1 (continued)
Study Concept Definition
Kohtamäki, Parida et al. Digital servitization The transition toward
(2019) smart solutions
(product-service-software
systems) that enable
value creation and
capture through
monitoring, control,
optimization, and
autonomous function.
Digital servitization
emphasizes value
creation through the
interplay between
products, services, and
software
see emerging currently. Studies have called for the concept of digital serviti-
zation to emphasize the role of software as the core of novel product-service
systems, so-called product-service-software systems (Coreynen et al., 2017;
Kohtamäki, Parida et al., 2019). These offerings and the interplay between
products, services, and, more recently, software modules are central to the
servitization literature (Cenamor et al., 2017). Manufacturers engage in a
both-and game, where they must accept various paradoxical tensions that
emerge due to the simultaneous engagements in product, service, and soft-
ware development, lifecycle, and upgrading cycles (Kohtamäki, Einola, &
Rabetino, 2020; Lenka et al., 2018). Such product, service, and software
offerings have played an important role in servitization research, where offer-
ings are often used as an obvious indicator of strategy and value proposition
(Kohtamäki et al., 2013; Rabetino et al., 2015).
Servitization studies have incorporated the concepts of product-service
systems (Reim et al., 2015), customer solutions, integrated solutions, services
supporting the product (SSP), and services supporting the customer (SSC)
(Mathieu, 2001), to name a few. It is important to remember that, from
the infancy of servitization, the data-related software element has been part
of the servitization literature (Vandermerwe & Rada, 1988). Vandermerwe
and Rada (1988), in their seminal piece, emphasized the interplay between
goods, services, and information (cf. Page and Siemplenski’s [1983] concept
of product systems marketing). The connection, integration, or bundling
between products, services, and software can be seen as one of the central
elements in the servitization literature—yet, the dynamics related to oper-
ational integration have not been discussed in great detail. For instance,
6 M. Kohtamäki et al.
Rabetino et al. (2015) argue in their empirical study that it is the product
lifecycle that enables intuitive integration of products and services. Similarly,
Cenamor et al. (2017) discuss how advanced service offerings by manufac-
turing firms would require viewing software or information modules as a core
around which different product and service modules are integrated to effi-
ciently create a customized solution for customers. Practical examples of such
offerings can include fleet solutions, site optimizations, or even autonomous
solutions, as offered by manufacturing firms. Thus, further attention to
software elements is central to adapting servitization in the current digital
age.
Figure 1 shows the yearly number of scientific journal articles and citations
from 1988 to 2020 in the field of servitization, totaling 726 servitization
studies across all disciplines and journals included in Scopus. Based on the
figures, we can see a sharp increase in the number of published articles, which
increased from 13 papers per year before 2010 to 152 articles per year by
3500 160
140
3000
120
2500
Number of citaƟons
Number of arƟcles
100
2000
80
1500
60
1000
40
500
20
0 0
1988
2014
1991
2002
2005
2007
2008
2009
2010
2011
2012
2013
2015
2016
2017
2018
2019
2020
Year
CitaƟons ArƟcles
Fig. 1 Increase in the number of articles and citations per year from 1988 to 2020
Theoretical Landscape in Servitization 7
2020. Indeed, the publication rate has doubled every three years, and 93%
of the articles have been published since 2010 (93%).
Similarly, the yellow curve demonstrates the increase in citations per paper
published in servitization per year. The papers published in 2017 received
2,921 citations until the end of 2020 (yellow line). As it takes time for papers
to gather citations, the citation count of 2017 provides a better picture of the
progress than 2018 or later, after which the papers have had much less time to
collect citations. Overall, Fig. 1 demonstrates the drastic increase in published
papers and paper citations, depicting the increase in servitization during the
past years.
Next, Fig. 2 describes the current structure of the servitization field based
on a cocitation analysis and VOSviewer software, with the data of 726 studies.
Author cocitation analysis considers the number of times each pair of authors
has been cocited in the studied data (Zupic & Čater, 2015), as cocited authors
often share similar ideas. In the figure, color indicates the cluster, the size of
coreynen,w
luoto, s busƟnza, o
schroeder,a
cusumano,m bigdeli, a
maƩhyssens,p
porter,m
perona, m
eggert,a zhang,m
gustafsson, a eisenhardt,k
yin,r
fang,e
edvardsson,b johnson,m
friedli, t
lusch,r
peppard,j
brady,t
Servitization
Customer solutions
PSS
Service operations
the circle signals the number of citations (larger circle means a higher number
of citations), closer location between authors means that the authors are often
cocited, and the 500 most frequently cocited pairs of authors are indicated
by lines.
Based on the analysis, we found four clusters: (1) customer solutions,
(2) servitization, (3) product-service systems (PSS), and (4) service oper-
ations. The red cluster involves customer solutions, integrated solutions,
service logic and services-dominant logic, value cocreation, and related liter-
ature. Most of these studies are within marketing, although scholars such
as Brady and Davies are within innovation management. The blue cluster
includes management-oriented servitization studies, strategy, structure, inno-
vation, and digital servitization papers. The green cluster is a PSS-oriented
stream with strong engineering emphasis and involves sustainability-oriented
writings in servitization. Finally, the yellow group is oriented toward service
operations and service technologies, including the service science approach.
Understandably, the borders between clusters are blurry and there are
boundary spanners, which are located at the intersections of different
communities, such as Kowalkowski, Gebauer, Baines, or Lightfoot. Reasons
include cross-disciplinary publishing and the use of different terminology.
The customer solutions, servitization, PSS, and service operations clusters in
Fig. 2 seem consistent when compared with other reviews (Rabetino et al.,
2018). These streams also consist of smaller substreams, which can be recog-
nized by looking at the most cited authors in any location of the picture and
their publications over the years.
Customers
Business
Maintenance
Services
Strategy
servitization literature, for instance, by the service infusion concept, the tran-
sition toward service logic. The third cluster, business, captures the concepts
around value, capabilities, organization, structure, logic, learning, and inter-
actions. Many of these concepts interact with customers and strategy and
link to other concepts around different forms of value creation, which are
undoubtedly relevant to the servitization literature. Fourth, the concept
strategy involves servitization, business models, transition, change, digital,
effects, and success—all typical concepts from strategy-related servitization
studies. Finally, the fifth cluster involves maintenance-related concepts linked
to operations, equipment, production, control, efficiency, available, spare,
capacity, software, repair, and online. These concepts focus on operations and
service technologies. The five clusters of concepts reveal the typical themes
and concepts covered in servitization research. The picture is not complete
because it includes only the most typical concepts.
settings. In what follows, we describe in more detail the focus of the research
found under the themes.
Der is Old Witch. One boy larnin’ old witch, too. De man want a book-
clerk. De boy go to him and said, “You want a book-clerk, sir?” An’ say,
“Yes, but you cannot read?” Boy say no, an’ say, “All right, you shall be
my clerk.” He never trouble de boy on de book for a long time. When he
going tek up de book, ’e say, “Oh-h-h-h! you expect to be my master!”
an’ de man say, “Go home!”
Him mudder an’ fader was poor. He said, “Ma, I gwine to turn a fat pig
tomorrow; kyar’ me go sell, don’ lef’ de rope on me.” He ma get two
pound. Nex’ day he say, “Ma, I gwine to turn a pretty mare; kyar’ me
sell me, don’ lef’ de rope.” When de fader get part of de way, he meet a
man. De man say, “Ho-o-o, what a pretty mare! How much you
want?”—“One hundred.” De ol’ man go to tek off de rope. De man said,
“What a damn fool is you! I buy de mare an’ you want de rope!” De Old
Witch [154]tek de mare. At de same time de Old Witch know dat de
mare is de boy an’ de boy know dat is de Old Witch. So he hitch him in
de market an’ gwine in de shop to tek a drink. Some school-children
gwine past. De mare said, “Do, you kyan’ slip off dis rope off me head?”
De chil’ren said, “’top! you ever hear a horse talk?” De mare said,
“Never mind! you slip it off.” As dey slip off de rope, de mare gallop
away. De chil’ren call out, “You’ mare get away!”
De Old Witch come out. He turn a stallion, an’ two race fo’ it. An’ de
mare up again a pigeon-hawk an’ she fly. De Old Witch turn a big fowl-
hawk an’ dey sail in de air. De mare turn a dove an’ sail till she ’py a
house wid glass windeh. De dove sail right t’ru de windeh, drop into a
woman lap; de dove turn a ring, get on de woman finger. De fowl-hawk
fly exactly to de door. When de hawk fly away, de ring come off de
finger an’ turn de boy an’ tell de woman a man will come here in de
mo’ning; he will have her marry fo’ dis ring, but don’ receive it. Nex’ day
de boy turn de ring, get on de finger. De man dribe up an’ said, “You
have a ring here?” De woman said yes. He said, “I give you one
husband,” an’ de woman said yes and slipped off de ring to give to de
man. De ring drop on de floor an’ turn a corn-grain. De man come out
of de buggy, turn a rooster to pick up de corn-grain. De corn-grain jump
up, turn a puss an’ wipe off de cock head. So dat de boy get up and tek
de buggy an’ go to de Old Witch yard and tek all what he get.
[Contents]
121. The Language of Beasts. [Note]
One boy was along wid a man. He was a shepherd boy; every
Wednesday he go in de wilderness go look after his master sheep. He
saw one snake. De snake said, “Do, I beg you carry me go to me fader;
but when you go, if me fader give you money, don’ you tek it, but ax him
to give you de knowledge of every animal.” So de boy tek de snake to
his fader. When he go, de snake ax him if he want money. He said, “No,
I wan’ to understan’ de knowledge of every animal.” De snake tol’ him
to lie down, an’ he spit in his mouth an’ tol’ him whatever animal dat he
hear talk he mus’ not tell it to nobody, fo’ de day he venture to talk it he
shall surely die.
One evening him an’ his wife went for a ride. He was before, de lady
was behin’. De horse turn round and whicker to de mare which de lady
was riding. De mare answer him an’ said, “I kyan’ go wid you; for you, it
is two of you, but me, it is four of us. I have to carry meself an’ me colt,
de missis an’ de missis baby in her, so I cannot walk fas’ as you.” De
man turn roun’ an’ laugh. De lady said, “Why de reason let de two
animal whicker an’ you look pon me an’ laugh? Der is somet’ing in dis
matter!” She nag her husband to tell her de meaning why mek him
laugh. De husband said to her, “De day dat I tell you, I will surely die.
Sen’ for a carpenter mek me box an’ den I wi’ tell you!” De carpenter
come mek de box, an’ he went an’ lie down in it.
He got one rooster in his yard. De rooster come near de box an’ begin
to crow. De missis said, “Oh, go away! makin’ such a noise over yo’
master head!” De master said, “Let de bird stay!” De rooster said to his
master, “Master, you fool to gi’ up yo’ life fo’ de count of woman! Look
how much wife I have in de worl’, an’ de least nonsense all of dem
come round me, I begin to peck ’em an’ walk away from dem. So,
Master, you come out of de box an’ tek yo’ supple-jack an’ go in de
house give yo’ wife two good lick, an’ den you fin’ if she would ’noy you
again.” De man do so. He got up, he went in de house, he tek de
supple-jack an’ hit her t’ree lick over de shoulder; an’ from dat day de
woman never ax him a word again.
[Contents]
122. The Three Pieces of Advice. [Note]
When dey goin’ in de house he began to tell how many mile he went,
an’ he say to his wife, “De missis gave me t’ree advice, out of me
money which of dem I rather; I said I rather de t’ree advice, and she
give me dis loaf of bread; not to cut it till I reach home, but she give me
my pocket-money.” De wife said, “What about de t’ree advice an’ lef’ yo’
money.” De husband said, “I can’t help it.” De chil’ren cry out, “Papa,
cut de bread! papa, cut de bread!” Tek de knife, an’ after him cut de
bread, de one hundred pound scatter out upon de table.
[Contents]
123. Three Brothers and the Life-tree. [Note]
A woman got t’ree son. One day he said, “Mamma, I gwine out to seek
fe’ a little work.” She said, “Yes, me chile, but care me little last son!” De
mudder bake two pone an’ after dey travel, de little bredder said,
“Bredder, I hungry!” He said, “De only way you will get dis pone, let I
pluck out one of yo’ eye.” De little boy said, “Pluck it out now,” an’ he
did so. After dey walk a far way again, de little bredder cry out,
“Bredder, I hungry!” He said, “De only way you will taste de odder
piece, let I pluck out de odder eye.” De little boy said, “What mus’ I do
after I hungry?” An’ him pluck out de odder eye an’ gi’ him de balance
of pone lef’. An’ de two bredder walk, lef’ dat poor one. [157]
Me’while de poor blin’ boy hearing dem. De boy feel an’ tek de leaf an’
rub his two eye. De two eye were open. De boy came down. Nex’ day
morning tek two of de leaves an’ went to de king yard. After he went de
soldier said, “My man, what you want?” He said, “I want to see de king.”
Dey let him in. When he gwine to de king he said, “O king!” He said,
“What do you want?” De boy said, “I hear dat yo’ eye blind; I come to
open it.” He said, “O my boy, you cannot open my eye again!” De boy
said, “I will open it; but when I rub it you mus’ not mek alarm.” De boy
took de leaf out of his pocket and rubbed de king eye. De king eye
were open, an’ de king let de boy married to his daughter.
An de same week dem two bredder which injure his little bredder eye
hear dat de same young king which married lately have plenty of work.
So de two bredder went in an’ ax fe work. De king said, “O me men, if
you come a little sooner! my son-in-law jus’ go down to de village.” Dey
went down after him. When de men go down, ’ey saw him own bredder
an’ do not know him at all. Dey said, “Good-morning, king!” Dey said,
“Yo’ fader-in-law send we down here to get some work.” De king said,
“Oh, yes!” He said, “Seem like you feel hungry.” Dey said, “Oh, yes,
king!” He let de people den pick some breadfruit an’ dey roast it.
Me’while dey eating dey was talkin’. De king said, “But, my men, where
is de odder bredder that travelled togedder?” He said, “He knock up in
de way, so we have to leave him; so we don’ know whether if he alive
or not.” De king said, “Dis is yo’ lost brother which you pluck out de eye
for that two piece of pone!” An’ dey was ’stonish.
So de bredder said all how him get de eye open, an’ dey never stop to
work again; dey travel on to de said life tree, an’ when dey get dere,
dey go up in de tree. Part of de night dey hear two somebody talkin’;
soon as dey ketch to de tree dey stop dere to res’. One of de duppy
said, “But you know, dis odder night when we was talkin’ here, some
one mus’ hear me when I was talkin’ ’bout dis life tree, for I hear dat de
king eye open.” An’ after he said dat, one said, “I scent fresh blood!” an’
he [158]run right up in de tree an’ ketch de two men an’ break dem neck.
An’ come to a time de king an’ his wife go pay de mudder a visit. An’ ’e
mudder askin’ for de rest. He tell his ma all what de bredder hev done
to him, an’ if don’t two duppy, ’he never would see him no more.
[Contents]
124. The Skilful Brothers. [Note]
[Contents]
125. The Three Sillies. [Note]
There was a young man one day was courting a young lady. So when
he got to the house, it was one of the young ladies and father and
mother in the yard. So the mother said to the daughter, “You mus’ go
look for some orange for the gentleman breakfas’.” So when the young
lady gone, the mother wait till she catches the young lady come with
the orange. So when she (the mother) come, she say, “Hi! what you
doing so long you can’t come with the orange?” So the young lady say
to her, “Mamma, me considering when me have the first pic’niney, what
fe gi’ ’im name. So the mother say, “Yes, missis.” So they sit down and
was considering the name. So the father wait until he can’t see them
come. Him start, an’ when he go to orange tree him say, “Hi! what you
so long you can’t come yet?” The mother say, “Me husband, me an’ me
daughter considering what to give the [159]first pickney name.” So the
father sit down and say, “Yes, missis, we consult now.”
So the man there waiting say, “Let me see what these three people
gone look for orange in the house, can’t come yet!” So when he come
he say, “What you a doing so long? You no come pick this orange fe
me, I hungry killing me at the yard.” Said young lady, “My dear, we
considering the first pickney we have, what mus’ we give him name.”
The young man said, “I goin’ away. So if I meet t’ree fool as unoo (you),
I will come back an’ marry you.”
So he start, an’ when he get to the firs’ cross-road, he see one man he
wet him finger an’ pick it up an’ grab it out of the road. So he say, “What
you doing?” The man say, “I pick up the gravel out of the road, see if I
could pick out all of the gravel out of the road.” The man say, “I saw one
fool!”
Him pass him an’ go on, till he see another one cut two stick an’ hol’ up
his trousers an’ run jump see if he can jump into his trousers. So he
say, “Oh! you fool, hol’ your trousers an’ put you’ two foot in. This make
two fool I have buck up since I leave the other three fool!”
So pass this one an’ go on to the sea-side an’ see another one get a
pan an’ fetch out water, see if he could dry the sea. So him say, “Well
done, O you fool! This make three fool since I lef’ the other three fool
behin’. How mus’ you dry the sea? You may fetch water until you are
dead you never may dry the sea.”
[Contents]
126. A Misunderstanding. [Note]
There was a gentleman engaged to a young lady and he was out riding
one evening. And the young gentleman made the lady believe he was
rich, go along to a logwood property and told her ’all was his’. And go
on an’ go on an’ come to another property covered with stock—cow
and sheep—and told her it was his. That was two property now. And
went to the next property where were horses and mules, and said
(wiping his face), “All these are mine, me dear.” The lady believed he
was rich, and they got married and went home and lived together until
all the house things were going, all the crockery was going, want a
fresh supply. And she [160]said to him, “Me dear, everything is going
now, want a fresh supply. Let me have some money.”
“Then why don’t you sell some of the things off some of the property?”
“Yes! don’t you remember when we used to go out riding you showed
me three properties? One had logwood, one had cows and sheep, and
the next had horses. Why don’t you sell some of those things?”
“Oh, ho! ho! ho! ho! me dear, I wipe with me pocket handkerchief and I
mean me whiskers!”
[Contents]
127. Big-head, Big-belly, and Little-foot. [Note]
Once there was a man have three sons, one name Big-head, one
name Big-belly, one name Little-foot. Dey went for a walk one evening.
Big-head saw a berry-tree. He went up on it an’ pick one of de berry an’
taste it. Big-belly ask him if it sweet. He bow his head; his head drop
off. Big-belly laugh at him till his belly burst. Little-foot start running
home to tell the news, his foot broke. That was the end of the three.
Three little brother went out to catch meat. So them hunt till the day
was in and caught nothing. Return home hungry and jokify, coming out
of the forest saw a tar-apple tree have on two fruit on it. Big-Belly
couldn’t climb. Maugre-Foot couldn’t climb. Maugre-Neck climb the
tree, pull the first fruit, eat off that one. Pull the second fruit, bite it and
tempting the others, his little head broke off fell on the ground. Big-belly
laugh till him belly pop. Maugre-Foot set out run fo’ carry home the
news, till him little foot broke off a pass.
[Contents]
128. The Goat in the Lion’s Den. [Note]
Goat wid two kids were trabbling one day long trabbling, an’ trabble till
almost evening, an’ rain commence to fa’ now. So [161]’eh see a great
rock, an’ mudder an’ two kids went under de rock to shelter, didn’t know
dat was de lion house. So de lion see de t’ree goat coming, he grunt
like a great rolling. De mudder of de goat frighten. ’he said to de lion,
“Good-evening, minister!” an’ de lion tell him “Evening.” An’ he said to
de lion him looking fe a minister to baptize dese two kids, an’ say, want
to give dese two kid a name. De lion said to him, “Dis one name is
‘Dinner’ an’ dis one name is ‘Breakfas’ tomorrow’ an’ you, de mudder,
name is ‘Dinner tomorrow’!”
So after him get dese t’ree name, de goat was well frighten how to
come out back; an’ de two kid hear de name dem got, so de heart
commence to leap bup, bup, bup! De lion ax de mudder what’s de
matter wid de two kid. De mudder said, “As de room is so hot, dey
seem terrify.” An’ de mudder said as dey is in heah, kyan’ go, if he
would jus’ allow de two kid to go outside get a little air. De lion agree,
until when dinner-time come on ’em mus’ go in back. An’ de mudder
whisper to de two kid mus’ mek de way as sharp as ever dey can mek it
befo’ dusk. So when de lion see it coming on evening an’ no see de two
kid come back, commence to roll again, she commence wonder how
dem stay out too long, so ax de lion if de lion allow him to go bring dem
back in befo’ de time too late. De lion agree. An’ when de mudder go
out, neber see one back—eb’rybody gone!
One day a donkey an’ a cat was out trab’ling an’ when dey went half
way, dey saw some lion head, an’ de cat pick i’ up, put i’ in de donkey
hamper. An’ when dey went round de corner, dey saw two lions working
on de road, an’ dey lef de hamper roun’ de corner wid de lion head. De
lions said, “We are jus’ having breakfas’!” De Donkey an de Cat said,
“We have plenty!” Donkey said, “Brer Puss, you go tek up de lions’
heads fe see which one we eat to-day.” Puss went, took up de head an’
said, “Dis one?” Donkey said, “De odder one.” An’ said, “Dis one?”
Donkey said, “De odder one,” till dey count about twenty (when it was
only one). De lions whisper to each odder, say, “Dey kill so many lion
one day, what you t’ink of we couple?” An’ dey eat an’ went home. [162]
[Contents]
130. Clever Molly May. [Note]
Once Anansi went out to invite a friend to dinner. Little Molly May was
his servant, so he left her to roast a turkey for dinner. Anansi filled the
wine-jug, laid the table, put on his frock coat and his top hat, took his
walking-stick and went out for his friend. Molly May roasted the turkey.
Seeing that it looked so nice and charming, she thought that she would
take a piece; so she did, and it tasted so nice she took another piece.
That tasted so nice she took a next piece and a sip of the wine, and
she sipped and tasted till at last she had eaten up the whole turkey and
drunk the whole of the wine.
She saw the master coming; so she ran in swift haste, took up the
bones, fixed them nicely in the dish, covered the dish, and carried it
and laid it on the table. When the master came, he sent the visitor into
the house and said to Molly May, “Hullo, deh! everyt’ing all right?” She
said, “Yes, sah! all is right.” So the master took up the carving-knife and
went outside to sharpen it. Molly ran inside and told the visitor that the
master was sharpening the knife to cut off one of his hands; the visitor
in swift haste left the house. Then Molly went outside and told the
master that the visitor had eaten all the turkey and drunk the wine. The
master ran through one door and, seeing all the bones on the table,
went through the other. The visitor was running for his life and Anansi
went running after him, calling “Leave one! leave one!” He meant leave
one (side of) the turkey, but the visitor thought he meant one of his
hands, so he ran for his life.
[Contents]
131. Dancing to Anansi’s Fiddle. [Note]
Assono a run a gang. Assono sen’ one of de men for water. When he
go a take water, him couldn’t take it; Anansi play fiddle into de water-
hole—
[Contents]
132. Anansi claims the dinner. [Note]
Anansi an’ certain number of men was going to a certain place. Certain
men give dey own names; Anansi start to give his name now, said,
“Mine is ‘Dem-men-came-here-las’-night’.” When deh get where deh go
to, deh bring out dinner. Deh say it is for ‘de-men-came-here-las’-night’.
Anansi claim de dinner, an’ nobody else get any.
[Contents]