Business Strategy Literature – Assessing the eco-efficiency of a product/service business model for merino wool-to-skin garments: the case of Armadillo Merino®
Open Access Policy Institutional Open Access Program Guidelines for Special Issues Editorial Process Research and Publication Ethics Article Processing Ethics Awards Statements
Business Strategy Literature
All reproductions from are immediately available worldwide under an open license. No specific permission is required to reuse all or part of an article published by , including images and tables. For articles published under the Creative Commons CC BY open access license, part of the article may be reproduced without express permission of the original article. For more information, visit https:///openaccess.
Bus Strat Dev
A special case represents the most research that has the potential to have a major impact in this field. The report should be an important article that includes several methods or methods, provides insight into future research directions, and describes the application of the research.
Special papers are submitted as invitations or recommendations from scientific editors and must be approved by reviewers.
The articles chosen by the editors are based on the recommendations of scientific editors of international journals. The editors select small articles recently published in journals that they believe will be of particular interest to readers or important to the research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.
Received: October 14, 2019 / Revised: November 1, 2019 / Accepted: November 4, 2019 / Published: November 7, 2019
Pdf) Business Model Innovation Approaches: A Systematic Literature Review
One of the most popular business models for business marketing is the product and service model (PSS). Despite its advantages, the transformation of the traditional manufacturer business model into a PSS business model is often about changing the service and causing conflict, the fit between leadership and organizational planning at the operational level. The lack of connection between the service change and the PSS business model is a very important factor that increases the risk and importance of the service change. However, very little work has been done in favor of unions. Through a qualitative literature review, this paper presents a PSS business model that enables manufacturers to identify the goals of their service transitions and align them with PSS business standards. The theoretical version of the proposed framework is repeated and reproduced through two cycles of collaborative research with 11 Japanese companies.
A product-service system (PSS) is a system of products, services, support networks, and infrastructure that are simultaneously designed to be competitive, to meet customer needs, and to cause less impact on the environment compared to traditional business models [1]. According to the concept of PSS, services are not considered “add-ons” to physical products, but as separate products that are not mutually exclusive [2]. The company PSS generates income from the service. All physical equipment and materials used to provide services are reasonably priced. Boost is gained by increasing equipment life (use more with affected costs and equipment). Current content leads to a reduction in product flow and increases customer satisfaction [3]. PSS is one of the most useful aspects of the circular economy that leads to a change towards a more efficient and resource-efficient system [3, 4, 5, 6, 7, 8]. Therefore, it is believed that PSS is an important way to achieve greater economic activity at the micro level [9].
Although it is economically profitable, changing the traditional manufacturer business model to a PSS business model often refers to a service change [10, 11] and leads to many challenges, especially from the perspective of organizational changes [12]. Service changes lead to conflicts between leadership and organizational planning at the operational level [10, 13, 14, 15]. These inconsistencies can affect PSS results and even lead to inconsistencies in services [16]. The company’s most important products, design, and employees are able to create and deliver physical products that exemplify the conflict between organizational skills.prepared with change [17].
Lack of desire, understanding and participation in the company, which is known as negative competition, creates a strong barrier to change in PSS [17]. Therefore, “competition integration” has been described as an important challenge as well as a requirement in service transition [13, 15]. Competitiveness is defined as the suitability of several elements to each other [18]. It occurs when the company’s logical set (strategy and business model) shows similar consistency [18, 19, 20, 21]. In this sense, the goal of service change should be clear in the company’s strategy and focused on the change in the entire business model [16]. The company’s success in service change lies in its business model that needs to be restructured to fulfill the company’s mission to provide PSS [22]. That is, focusing on business model development is not enough, more integration is needed to create and capture new value [23].
Which Factors Influence The Development Of A Companies’ Digital Business Strategy For A Successful Digital Transformation? A Systematic Literature Review
Although there is a lot of research work in PSS, the existing literature has contributed to the development of the PSS business model, however, the need for similarities between ideas and business models is sometimes overlooked [24]. The relationship between these two concepts has not been fully explored in education and actual practice. Many academic works in the PSS business model emphasize the importance of integrating service changes and the PSS model [16, 23, 25, 26, 27]. However, there is still a lack of a principle supporting the intention to integrate the company’s business practices with the business model [28, 29, 30]. When there is no connection between ideas and the level of work, service innovation is prevented and is considered to be the reason for many PSS failures [25, 31].
It is envisaged that current data will be collected in this research by answering the following research questions: How to successfully improve the company in the transition to PSS? Therefore, this paper introduces the PSS integration strategy as a way to facilitate integration in the transition of services. In order to achieve this goal, first, by analyzing the literature on business management, one should obtain the necessary basis of the concept of the relationship between strategies and the necessary components that must be connected in order for the relationship to be realized. The PSS literature was then analyzed to assess and understand current knowledge about the discussion, framework or integration process for PSS. Based on this result, a theoretical version of the PSS assembly strategy is proposed. The first version of the concept is then used in the research paper. Action research aims to contribute to the further development of the theoretical version of the PSS strategy. It is based on real applications of doctors from Japanese companies who are interested in the process of changing services. As a result, experience leads to the ability to modify requirements.
The remainder of this paper is organized as follows. Chapter 2 presents the research method used to conduct the research. Chapter 3 presents the results of a literature review in the field of business management to introduce the concept of competitive advantage. Chapter 4 provides the theoretical development of the PSS competitive optimization method. The empirical development of the proposed framework is presented in Section 5. Finally, Section 6 concludes the paper and presents future work.
This paper consists of three research phases as shown in Figure 1. A detailed description of each phase is presented in the following subsections.
Vol. 26 No. 2 (2021): Strategic Management
Initially, a literature review was conducted to review and understand the experiences and existing opinions in the field of business management. More specifically, this phase aims to acquire knowledge about the social concept. The analysis of management literature also aims to understand the knowledge of leadership, business and the relationship between the two strategies to create a common. This phase is dedicated to providing a theoretical basis for validating research and developing PSS relationships. The result of this phase is a reference model of the concept-business model relationship in which the harmony of the concept appears. The model is necessary to guide the development of PSS competitive bidding, because the concept of competitive bidding was initially developed in the field of business management and is widely used in general research including PSS. The results of the analysis are presented in Section 3.
The second level of research is the theoretical development of the PSS strategic relationship framework. This phase aims to develop a theoretical version of the framework defined as a qualitative literature review [32]. Unlike a general literature review, a qualitative literature review uses scientific, transparent and reproducible methods [33]. Therefore, the negative aspects of care bias can be reduced. In addition, good and reliable results by drawing conclusions are more successful [32]. A detailed review of the PSS literature, particularly in research related to the integration of ideas, has the opportunity to promote understanding of the relationship, dialogue, and integration of strategic alliances during service transition.
Those
