La innovación producto-servicio como activo intangible y su rol para rentabilizar inversiones específicasevidencia en empresas multinacionales de producción

  1. Ferrán Vendrell Herrero 1
  2. Oscar F. Bustinza 2
  3. Esteban Lafuente 3
  1. 1 University of Birmingham
    info

    University of Birmingham

    Birmingham, Reino Unido

    ROR https://ror.org/03angcq70

  2. 2 Universidad de Granada
    info

    Universidad de Granada

    Granada, España

    ROR https://ror.org/04njjy449

  3. 3 Universitat Politècnica de Catalunya
    info

    Universitat Politècnica de Catalunya

    Barcelona, España

    ROR https://ror.org/03mb6wj31

Mostrar afiliaciones +
Revista:
Economía industrial

ISSN: 0422-2784

Año de publicación: 2019

Título del ejemplar: Activos Intangibles

Número: 414

Páginas: 121-131

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Economía industrial

Resumen

Las empresas de producción están cambiando el paradigma de consumo tradicional al ofrecer el uso del producto en lugar de su propiedad. Este tipo de innovación se conoce como innovación productoservicio (IPS) y la capacidad de poderla implementar depende en gran medida de las capacidades intrínsecas de la empresa. Este artículo analiza si la rentabilidad de este tipo de innovación depende de la vida útil del producto. A partir de una muestra exclusiva de 203 multinacionales de producción se analiza cómo la IPS tiene una influencia en la capacidad de las empresas de rentabilizar las inversiones específicas.

Referencias bibliográficas

  • Acock, A. C. (2013). Discovering Structural Equation Modeling Using Stata: Revised Edition. Stata Press.
  • Arrighetti, A., Landini, F., y Lasagni, A. (2014). Intangible assets and firm heterogeneity: Evidence from Italy. Research Policy, 43(1), 202-213.
  • Ariu, A. (2016). Crisis-proof services: Why trade in services did not suffer during the 2008–2009 collapse. Journal of International Economics, 98, 138-149.
  • Baines, T. S., Lightfoot, H. W., Benedettini, O., y Kay, J. M. (2009). The servitization of manufacturing: A review of literature and reflection on future challenges. Journal of manufacturing technology management, 20(5), 547-567.
  • Baines, T., y Lightfoot, H. (2013). Made to Serve: How manufacturers can compete through servitization and product service systems. John Wiley & Sons: London.
  • Baines, T., Bigdeli, A., Bustinza, O.F., Shi, V., Baldwin, J.S. y Ridgway, K. (2017). Servitization: revisiting the state-of-the art and research priorities. International Journal of Operations y Production Management, 37(2), 256-278.
  • Benedettini, O., Neely, A., y Swink, M. (2015). Why do servitized firms fail? A risk-based explanation. International Journal of Operations & Production Management, 35(6), 946-979.
  • Belvedere, V., Grando, A., y Bielli, P. (2013). A quantitative investigation of the role of information and communication technologies in the implementation of a product-service system. International Journal of Production Research, 51(2), 410-426.
  • Bigdeli, A., Bustinza, O. F., Vendrell-Herrero, F., y Baines, T. (2018). Network positioning and risk perception in servitization: evidence from the UK road transport industry. International Journal of Production Research, 56(6), 2169-2183.
  • Brax, S. (2005). A manufacturer becoming service provider–challenges and a paradox. Managing Service Quality: An International Journal, 15(2), 142-155.
  • Bustinza, O. F., Vendrell-Herrero, F., y Baines, T. (2017a). Service implementation in manufacturing: An organisational transformation perspective. International Journal of Production Economics, 192, 1-8.
  • Bustinza, O.F., Gomes, E., Vendrell-Herrero, F., Baines, T. (2019). Product -service innovation and performance: The role of collaborative partnerships and R&D intensity. R&D Management, 49(1), 33-45.
  • Bustinza, O.F., Vendrell-Herrero, F., Gomes, E., Lafuente, E,, et al. (2018). Product-service innovation and performance: unveiling the complexities. International Journal of Business Environment, 10(2), 95-111.
  • Cassiman, B., Golovko, E., y Martínez-Ros, E. (2010). Innovation, exports and productivity. International Journal of Industrial Organization, 28(4), 372-376.
  • Cusumano, M. A., Kahl, S. J., y Suarez, F. F. (2015). Services, industry evolution, and the competitive strategies of product firms. Strategic Management Journal, 36(4), 559- 575.
  • Crespi Cladera, R., y Martínez-Ros, E. (2001). Las tecnologías de la información y el sector servicios. Una aplicación al turismo. Economía Industrial, (340), 129-138.
  • Crozet, M., y Milet, E. (2017). Should everybody be in services? The effect of servitization on manufacturing firm performance. Journal of Economics & Management Strategy, 26(4), 820-841.
  • Damanpour, F. (1996). Organizational complexity and innovation: developing and testing multiple contingency models, Management Science, 42(5), 693-716
  • Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23, 1095–1121.
  • Davies, A. (2004). Moving base into high-value integrated solutions: a value stream approach. Industrial and Corporate Change, 13(5), 727-756.
  • Fernández, A. L. M., y De Lama, S. D. P. (2018) La cuarta revolución industrial y la agenda digital de las organizaciones. Economía industrial, (407), 95-104.
  • Finne, M., Brax, S., y Holmström, J. (2013). Reversed servitization paths: a case analysis of two manufacturers. Service Business, 7(4), 513-537.
  • Gardberg, N. A., y Fombrun, C. J. (2006). Corporate citizenship: Creating intangible assets across institutional environments. Academy of Management Review, 31(2), 329- 346.
  • Gebauer, H., y Friedli, T. (2005). Behavioral implications of the transition process from products to services. Journal of Business & Industrial Marketing, 20(2), 70-78.
  • Graves, S.B., Langowitz, N.S. (1993). Innovative Productivity and Returns to Scale in the Pharmaceutical Industry. Strategic Management Journal, 14, 593–605.
  • Kohtamäki, M., Partanen, J., Parida, V. and Wincent, J. (2013) ‘Non-linear relationship between industrial service offering and sales growth: the moderating role of network capabilities’, Industrial Marketing Management, Vol. 42, No. 8, pp. 1374–1385.
  • Koss, P. A., y Eaton, B. C. (1997). Co-specific investments, hold-up and self-enforcing contracts. Journal of Economic Behavior & Organization, 32(3), 457-470.
  • Kowalkowski, C., Gebauer, H., Kamp, B., y Parry, G. (2017). Servitization and deservitization: Overview, concepts, and definitions. Industrial Marketing Management, 60, 4-10.
  • Kunapatarawong, R., y Martínez-Ros, E. (2016). Towards green growth: How does green innovation affect employment?. Research Policy, 45(6), 1218-1232.
  • Lafuente, E., Vaillant, Y., Leiva, J.C. (2018). Sustainable and Traditional Product Innovation without Scale and Experience, but only for KIBS! Sustainability, 10(4), 1169.
  • Li, J.H., Lin, L., Chen, D.P., y Ma, L.Y. (2015). An empirical study of servitization paradox in China. The Journal of High Technology Management Research, 26(1), 66-76.
  • Li, R., Liu, Y., y Bustinza, O.F. (2019). FDI, service intensity, and international marketing agility: The case of export quality of Chinese enterprises. International Marketing Review, 36(2), 213-238.
  • Lyons, B. R. (1995). Specific investment, economies of scale, and the make-or-buy decision: A test of transaction cost theory. Journal of Economic Behavior y Organization, 26(3), 431-443.
  • Markides, C.C., Williamson, P.J. (1994). Related diversification, core competences and corporate performance. Strategic Management Journal, 15, 19–65.
  • Mathieu, V. (2001). Service strategies within the manufacturing sector: benefits, costs and partnership. International Journal of Service Industry Management, 12(5), 451-475.
  • Neely, A. (2008). Exploring the financial consequences of the servitization of manufacturing. Operations Management Research, 1(2), 103-118.
  • Ng, I., Parry, G., Smith, L., Maull, R., y Briscoe, G. (2012). Transitioning from a goods-dominant to a service-dominant logic: Visualising the value proposition of Rolls-Royce. Journal of Service Management, 23(3), 416-439.
  • Oliva, R., y Kallenberg, R. (2003). Managing the transition from products to services. International Journal of Service Industry Management, 14(2), 160-172.
  • Opazo, M., Vendrell-Herrero, F., y Bustinza, O.F. (2018). Uncovering productivity gains of Digital and Green servitization: Implications from the automotive industry. Sustainability 10(5), 1524; https://doi.org/10.3390/su10051524
  • Plessis, M.D. (2007). The role of knowledge management in innovation. Journal of Knowledge Management, 11(4), 20- 29.
  • Rabetino, R., Harmsen, W., Kohtamäki, M., y Sihvonen, J. (2018). Structuring servitization-related research. International Journal of Operations & Production Management, 38(2), 350-371.
  • Smith, D. J. (2013). Power-by-the-hour: the role of technology in reshaping business strategy at Rolls-Royce. Technology analysis & strategic management, 25(8), 987-1007.
  • Spohrer, J. (2017). IBM’s service journey: A summary sketch. Industrial Marketing Management, 60, 167-172.
  • Suarez, F. F., Cusumano, M. A., y Kahl, S. J. (2013). Services and the business models of product firms: an empirical analysis of the software industry. Management Science, 59(2), 420-435.
  • Szász, L., Demeter, K., Boer, H., y Cheng, Y. (2017). Servitization of manufacturing: the effect of economic context. Journal of Manufacturing Technology Management, 28(8), 1011-1034.
  • Teece, D. J. (1998). Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. California Management Review, 40(3), 55-79.
  • Tukker, A. (2004). Eight types of product–service system: eight ways to sustainability? Experiences from SusProNet. Business Strategy and the Environment, 13(4), 246-260.
  • Utterback, J. M. and Abernathy, W.J. (1975). A dynamic model of process and product innovation. Omega, 3(6), 639-656.
  • Valtakoski, A., y Witell, L. (2018). Service capabilities and servitized SME performance: contingency on firm age. International Journal of Operations & Production Management, 38(4), 1144-1164.
  • Vandermerwe, S., y Rada, J. (1988). Servitization of business: adding value by adding services. European Management Journal, 6(4), 314-324.
  • Vendrell-Herrero, F., Bustinza, O. F., Parry, G., y Georgantzis, N. (2017). Servitization, digitization and supply chain interdependency. Industrial Marketing Management, 60, 69-81.
  • Vendrell-Herrero, F., Gomes, E., Bustinza, O. F., y Mellahi, K. (2018). Uncovering the role of cross-border strategic allian- ces and expertise decision centralization in enhancing product-service innovation in MMNEs. International Business Review. 27(4), 814-825.
  • Visnjik-Kastalli, I. y Van Looy, B. (2013). Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance. Journal of Operations Management, 31(4), 169-180
  • Visnjic, I., Turunen, T., y Neely, A. (2013). When innovation follows promise: Why service innovation is different, and why that matters. Cambridge: Cambridge Service Alliance.
  • Wagner, S. M., y Bode, C. (2014). Supplier relationship-specific investments and the role of safeguards for supplier innovation sharing. Journal of Operations Management, 32(3), 65-78.
  • Ward, Y., y Graves, A. (2005). Through-life management: the provision of integrated customer solutions by aerospace manufacturers. University of Bath School of Management Working Paper Series, 14.
  • Wise, R., y Baumgartner, P. (1999). Go downstream: The new profit imperative in manufacturing. Harvard Business Review.
Fuente de los datos: Dialnet