Abstract：According to the analysis of domestic and foreign research results,the paper clarifies the evolution dynamics of manufacturing servitization research from servitization concept,development motivation and realization path.It deconstructs the five major development challenges facing the servitization of the manufacturing industry which includes organizational structure,management process,user relationships,model innovation,and risk prevention and control.This paper puts forward three core strategies for the service-oriented development of the manufacturing industry in the Chinese context.The first is the value chain restructuring strategy that breaks through the barriers of technology,manufacturing and market;The second is the service-oriented cyclical interaction mechanism strategy for building a value network;The third is sustainable development strategies for innovative manufacturing ecology which based on the logic of service dominance,value co-creation and sharing.
戴克清. 制造业服务化演进动态:从曲线到模块的策略选择[J]. 中国科技论坛, 2021(3): 84-92.
Dai Keqing. Evolution of Servitization in Manufacturing Industry: Strategy Selection from Curve to Module. , 2021(3): 84-92.
[1]VANDERMERWE S,RADA J.Servitization of business:adding value by adding services[J].European management journal,1988,6(4):314-324. [2]MALLERET V.Value creation through service offers[J].European management journal,2006,24(1):106-116. [3]MASTROGIACOMO L,BARRAVECCHIA F,FRANCESCHINI F.A worldwide survey on manufacturing servitization[J].The international journal of advanced manufacturing technology,2019,103(9-12):3927-3942. [4]REN G,GREGORY M.Servitization in manufacturing companies[C].San Francisco,CA:The 16th Frontiers in Service Conference,2007. [5]BAINES T,LIGHTFOOT H W.Servitization of the manufacturing firm:exploring the operations practices and technologies that deliver advanced services[J].International journal of operations & production,2014,34(1):2-35. [6]ALGHISI A,SACCANI N.Internal and external alignment in the servitization journey-overcoming the challenges[J].The management of operations,2015,26(14-15):1219-1232. [7]KOWALKOWSKI C.Dynamics of value propositions:insights from service-dominant logic[J]European journal of marketing,2011,45(1-2):277-294. [8]PAL R,Extended responsibility through servitization in PSS:an exploratory study of used-clothing sector[J].Journal of fashion marketing and management,2016,20(4):453-470. [9]LEVENTE S,LASZLO S.Towards an operations strategy model of servitization:the role of sustainability pressure[J].Operations management research,2018,11(1-2):51-66. [10]VARGO S,LUSCH L,ROBERT F.Evolving to a new dominant logic for marketing[J].Journal of marketing,2004,68(1):1-17. [11]TUKKER A,TISCHNER U.Product-services as a research field:past,present and future[J].Journal of cleaner production,2006,14(17):1552-1556. [12]PARIDA V,SJODIN D,WINCENT J,et al.Mastering the transition to product-service provision:insights into business models,learning activities,and capabilities[J].Research technology management,2014,57(3):44-52. [13]BARQUET B,OLIVEIRA G,AMIGO C,et al.Employing the business model concept to support the adoption of product-service systems(PSS)[J].Industrial marketing management,2013,42(5):693-704. [14]KOWALKOWSKI C,GEBAUER H,KAMP B,et al.Servitization and derivatization:overview,concepts,and definitions[J].Industrial marketing management,2017,60(1):4-10. [15]BAINES T,BIGDELI A,BUSTINZA O,et al.Servitization:revisiting the state-of-the-art and research priorities[J].International journal of operations & production management,2017,37(2):256-278. [16]COOPERA R,EDGETT S.Overcoming the crunch in resources for new product development[J].Research technology management,2003,46(3):48-58. [17]VEZZOLI C,CESCHIN F,DIEHL J,et al.New design challenges to widely implement sustainable product-service systems[J].Journal of cleaner production,2015,97(15):1-12. [18]LI D,LIU G,JIA F,et al.Sharing economy-based service triads:towards an integrated framework and a research agenda[J].Journal of cleaner production,2019,2(19):1-43. [19]GEBAUER H,FRIEDLI T.Behavioral implications of the transition process from products to services[J].Journal of business & industrial marketing,2005,20(2):70-80. [20]BENEDETTINI O,NEELY A.Investigating a revised service transition concept[J].Service business,2018,12(4):701-730. [21]SPRING M,ARAUJO L.Services and products:rethinking operations strategy[J].International journal of operations and production management,2009,29(5):444-467. [22]LEVITT T.Marketing intangible products and product intangibles[J].Harvard business review,1981,59(5):92-104. [23]LEVITT T.After the sale is over[J].Harvard business review,1983,61(5):81-93. [24]LEVITT T.Production-line approach to service[J].Harvard business review,1972,50(5):40-52. [25]WOODRUFF R.Customer value:the next source for competitive advantage[J].Journal of the academy of marketing science,1997,25(2):139-149. [26]NEELY A,BENEDETINNI O,VISNJIC L.The servitization of manufacturing:further evidence[C].Cambridge:Proceedings of the 18th European Operations Management Association Conference,2011. [27]GUMMESSON E.Exit services marketing-enter service marketing[J].The journal of customer behavior,2007,6(2):113-141. [28]VISNJIC I,WIENGARTEN F,NEELY A.Only the brave:product innovation,service business model innovation,and their impact on performance[J].Journal of product innovation management,2016;33(1):36-52. [29]丁兆国,金青,张忠.服务型制造企业的价值创造研究[J].中国科技论坛,2013(5):91-96. [30]KOGUT B.Normative observations on the international value-added chain and strategic groups[J].Journal of international business studies,1984,15(2):151-167. [31]BAVEJA S,GILBERT J,LEDINGHAM D.From products to services:why it's not so simple[J].Harvard management update,2004,9(4):3-5. [32]BUSTINZA O,BIGDELI A,BAINES T.Servitization and competitive advantage:the importance of organizational structure and value chain position[J].Research technology management,2015,58(5):53-60. [33]LAFUENTE E,VAILLANT Y,VENDRELL-HERRERO F.Territorial servitization:exploring the virtuous circle connecting knowledge-intensive services and new manufacturing businesses[J].International journal of production economics,2017,192(10):19-28. [34]DONI F,ANTONIO C,MARTINI B,et al.Servitization and sustainability actions:evidence from European manufacturing companies[J].Journal of environmental management,2019,234(1):367-378. [35]戴克清,陈万明,李小涛.共享经济研究脉络及其发展趋势[J].经济学动态,2017,(11):126-140. [36]赵艳萍,秦小龙,罗建强.制造企业服务转型策略与能力匹配——基于海尔的案例分析[J].中国科技论坛,2018(8):111-118+163. [37]胡查平,汪涛.制造业服务化战略转型升级:演进路径的理论模型——基于3家本土制造企业的案例研究[J].科研管理,2016,37(11):119-126. [38]戴克清,陈万明,蔡瑞林.服务型制造企业共享模式创新实现机理——基于服务主导逻辑的扎根分析[J].工业工程与管理,2019,24(3):124-129+138. [39]宋立丰,刘莎莎,宋远方.冗余价值共享视角下企业平台化商业模式分析——以海尔、小米和韩都衣舍为例[J].管理学报,2019,16(4):475-484. [40]李珮璘,黄国群.跨国并购促进我国产业升级的典型案例、效应与对策研究[J].经济问题探索,2018(10):171-178.
2021, 
