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

NameVTT Research Highlights
PublisherVTT
Number6
ISSN (Print)2242-1173
ISSN (Electronic)2242-1181

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).