Three means of evaluation to boost industrial service culture

    Research output: Chapter in Book/Report/Conference proceedingChapter or book articleProfessional

    Abstract

    Although industrial services are attracting increasing attention, both in industry and within the research community, many companies seem to have difficulties in achieving significant progress in their service business. The challenge has been characterised as a transition in companies' orientation from product and technology toward service and customer (see, for example, [1, 2, 3]). Adopting service-dominant logic [e.g., 4, 5] and interpreting the business transformation in a new, holistic way could serve as a stepping-stone to a renewal of practices and culture along with development of new competencies [6]. However, there is a need for theoretically grounded and practically tested approaches to supporting companies in the transformation. In particular, the industry lacks concepts and methods for creation of a personal and shared understanding of 1) why the change is needed: motives and commitment, 2) what kind of organisational change is needed, and 3) how the intended change could be supported and managed in practice. We approached the transition challenge for companies in terms of a shift from a technology- and product-oriented culture toward a more service- and customer-value-oriented culture. We have developed an assessment approach that bring new insight into overcoming the challenges, by studying them from an organisational culture perspective [7]. The approach, developed first with manufacturing companies, has been further applied in several industries, such as technical trade and ICT. The purpose of this article is to present, in brief, three distinct procedures for applying the industrial service culture and capability approach. We briefly describe the approach, then illustrate it and consider its utilisation for three specific uses: 1. as an assessment tool for use by management groups 2. as a booster of the organisational learning process 3. as a structuring framework for roundtable work and external benchmarking.
    Original languageEnglish
    Title of host publicationHighlights in service research
    Place of PublicationEspoo
    PublisherVTT Technical Research Centre of Finland
    Pages74 - 82
    ISBN (Electronic)978-951-38-7969-3
    ISBN (Print)978-951-38-7968-6
    Publication statusPublished - 2013
    MoE publication typeD2 Article in professional manuals or guides or professional information systems or text book material

    Publication series

    SeriesVTT Research Highlights
    Number6
    ISSN2242-1173

    Fingerprint

    Evaluation
    Industrial services
    Industry
    Shared understanding
    Learning process
    Renewal
    Competency
    Service-dominant logic
    Organizational culture
    Benchmarking
    Organizational learning
    Business transformation
    Capability approach
    Service business
    Customer value
    Assessment tools
    Manufacturing companies
    Service value
    Organizational change

    Cite this

    Nuutinen, M., Lappalainen, I., Airola, M., & Valjakka, T. (2013). Three means of evaluation to boost industrial service culture. In Highlights in service research (pp. 74 - 82). Espoo: VTT Technical Research Centre of Finland. VTT Research Highlights, No. 6
    Nuutinen, Maaria ; Lappalainen, Inka ; Airola, Merja ; Valjakka, Tiina. / Three means of evaluation to boost industrial service culture. Highlights in service research. Espoo : VTT Technical Research Centre of Finland, 2013. pp. 74 - 82 (VTT Research Highlights; No. 6).
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    Nuutinen, M, Lappalainen, I, Airola, M & Valjakka, T 2013, Three means of evaluation to boost industrial service culture. in Highlights in service research. VTT Technical Research Centre of Finland, Espoo, VTT Research Highlights, no. 6, pp. 74 - 82.

    Three means of evaluation to boost industrial service culture. / Nuutinen, Maaria; Lappalainen, Inka; Airola, Merja; Valjakka, Tiina.

    Highlights in service research. Espoo : VTT Technical Research Centre of Finland, 2013. p. 74 - 82 (VTT Research Highlights; No. 6).

    Research output: Chapter in Book/Report/Conference proceedingChapter or book articleProfessional

    TY - CHAP

    T1 - Three means of evaluation to boost industrial service culture

    AU - Nuutinen, Maaria

    AU - Lappalainen, Inka

    AU - Airola, Merja

    AU - Valjakka, Tiina

    PY - 2013

    Y1 - 2013

    N2 - Although industrial services are attracting increasing attention, both in industry and within the research community, many companies seem to have difficulties in achieving significant progress in their service business. The challenge has been characterised as a transition in companies' orientation from product and technology toward service and customer (see, for example, [1, 2, 3]). Adopting service-dominant logic [e.g., 4, 5] and interpreting the business transformation in a new, holistic way could serve as a stepping-stone to a renewal of practices and culture along with development of new competencies [6]. However, there is a need for theoretically grounded and practically tested approaches to supporting companies in the transformation. In particular, the industry lacks concepts and methods for creation of a personal and shared understanding of 1) why the change is needed: motives and commitment, 2) what kind of organisational change is needed, and 3) how the intended change could be supported and managed in practice. We approached the transition challenge for companies in terms of a shift from a technology- and product-oriented culture toward a more service- and customer-value-oriented culture. We have developed an assessment approach that bring new insight into overcoming the challenges, by studying them from an organisational culture perspective [7]. The approach, developed first with manufacturing companies, has been further applied in several industries, such as technical trade and ICT. The purpose of this article is to present, in brief, three distinct procedures for applying the industrial service culture and capability approach. We briefly describe the approach, then illustrate it and consider its utilisation for three specific uses: 1. as an assessment tool for use by management groups 2. as a booster of the organisational learning process 3. as a structuring framework for roundtable work and external benchmarking.

    AB - Although industrial services are attracting increasing attention, both in industry and within the research community, many companies seem to have difficulties in achieving significant progress in their service business. The challenge has been characterised as a transition in companies' orientation from product and technology toward service and customer (see, for example, [1, 2, 3]). Adopting service-dominant logic [e.g., 4, 5] and interpreting the business transformation in a new, holistic way could serve as a stepping-stone to a renewal of practices and culture along with development of new competencies [6]. However, there is a need for theoretically grounded and practically tested approaches to supporting companies in the transformation. In particular, the industry lacks concepts and methods for creation of a personal and shared understanding of 1) why the change is needed: motives and commitment, 2) what kind of organisational change is needed, and 3) how the intended change could be supported and managed in practice. We approached the transition challenge for companies in terms of a shift from a technology- and product-oriented culture toward a more service- and customer-value-oriented culture. We have developed an assessment approach that bring new insight into overcoming the challenges, by studying them from an organisational culture perspective [7]. The approach, developed first with manufacturing companies, has been further applied in several industries, such as technical trade and ICT. The purpose of this article is to present, in brief, three distinct procedures for applying the industrial service culture and capability approach. We briefly describe the approach, then illustrate it and consider its utilisation for three specific uses: 1. as an assessment tool for use by management groups 2. as a booster of the organisational learning process 3. as a structuring framework for roundtable work and external benchmarking.

    M3 - Chapter or book article

    SN - 978-951-38-7968-6

    T3 - VTT Research Highlights

    SP - 74

    EP - 82

    BT - Highlights in service research

    PB - VTT Technical Research Centre of Finland

    CY - Espoo

    ER -

    Nuutinen M, Lappalainen I, Airola M, Valjakka T. Three means of evaluation to boost industrial service culture. In Highlights in service research. Espoo: VTT Technical Research Centre of Finland. 2013. p. 74 - 82. (VTT Research Highlights; No. 6).