Suchergebnisse

This article integrates research on rule development, compliance, and organizational change to model rule development and compliance in organizations, using causal-loop modeling from system dynamics to articulate explicitly a few key underlying processes. We focus on financial markets as a case area, suggesting that recurring regulatory problems in financial markets in the United States over the past 60 years, although differing in specifics, are structurally similar. At the heart of the model is the tension between production goals that focus on short-term, certain, salient benefits and required adherence to production-constraining rules that attempt to mitigate long-term, uncertain, nonsalient risks. It describes systemically how organizations attend to rules depending on the nature of the benefits of production compared with those of rule compliance. The model captures the operative mechanisms responsible for the development of pressures for production and for rule compliance in organizations, providing a structural explanation both for problem-prone organizations characterized by erosion of standards and increased violations and for organizations following rules more reliably. Drawing on studies of institutional work, we conclude by suggesting research on how agency, through strategic and tactical choice, potentially modifies structure in rule compliance.

Chapter 1: Theoretical landscape in servitization -- Part 1: Strategic approaches in servitization -- Chapter 2: Digital servitization: How manufacturing firms can enhance resource integration and drive ecosystem transformation -- Chapter 3: Typologies of Manufacturer Identities in the Age of Smart Solutions -- Chapter 4: PSS business models: A structured typology -- Chapter 5: Product-Service Systems in the Digital Era: Deconstructing Servitization Business Model Typologies -- Chapter 6: Digital Business Model Innovation for Product-Service Systems -- Chapter 7: Business models for digital service infusion using AI and big data -- Chapter 8: Towards Servitization - A Taxonomy of Industrial Product-Service Systems for small- and medium-sized manufacturers -- Chapter 9: Further semiotic perspectives on the outcome-based vs performance-based semantic dispute -- Chapter 10: The Features of Performance Measurement Systems in Value-Based Selling -- Chapter 11: Exploring dynamic capabilities to facilitate a smoother transition from servitization to digital servitization: a theoretical framework -- Chapter 12: Dynamic capabilities as enablers of digital servitization in innovation ecosystems: An evolutionary perspective -- Chapter 13: Reviewing service types from a Transaction Cost Economics perspective -- Chapter 14: The role of financialization when moving up the service ladder -- Part 2: Servitization process -- Chapter 15: Viewing servitization through a practice-theoretical lens -- Chapter 16: Microfoundations of servitization: An individual-level perspective -- Chapter 17: Revitalizing alignment theory for digital servitization transition -- Chapter 18: Managerial heuristics in servitization journey -- Chapter 19: Narrative network as a method to understand the evolution of smart solutions -- Chapter 20: A Conceptual Guideline to Support Servitization Strategy Through Individual Actions -- Chapter 21: Employee reactions to servitization as an organizational transformation -- Part 3: Co-creating value in servitization -- Chapter 22: Salesforce transformation to solution selling -- Chapter 23: Digital servitization: Strategies for handling customization and customer interaction -- Chapter 24: Relational transformation for digital servitization -- Chapter 25: Service-Dominant Logic - A missing link in servitization research? -- Chapter 26: Value co-creation in digitally-enabled product service systems -- Chapter 27: Manufacturers' service innovation efforts: From customer projects to business models and beyond -- Chapter 28: Configurational servitization approach: A necessary alignment of service strategies, digital capabilities and customer resources -- Part 4: Managing product-service operations -- Chapter 29: Digital servitization and modularity: Responding to requirements in use -- Chapter 30: Service integration: Supply chain integration in servitization -- Chapter 31: Network structures in service provision -- Chapter 32: Organizational structures in servitization: Should product and service businesses be separated or integrated? -- Chapter 33: Coordinating and Aligning a Service Partner Network for Servitization: A Motivation-Opportunity-Ability (MOA) Perspective.