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Strategic trends towards service operations have been widely reported in the recent literature, but organisational capabilities to support such service-centred strategies are less well understood. The purpose of this paper is to identify key organisational issues in managing complex engineering service operations throughout the lifecycle.

Using instruments developed from the product lifecycle management technologies and the network configuration concept, key organisational issues for engineering service operations were identified through case studies focusing on complex engineering products and services systems across a variety of industrial sectors.

The case studies demonstrated different organisational features and strategic priorities of engineering service operations along the whole lifecycle. A generic trend has been observed for engineering systems to move from being design, development and manufacturing focused to embracing support and end-of-life recycling matters.

This paper provides an overall framework for integrating key organisational issues in engineering service operations. It contributes to the service literature by highlighting the need of developing appropriate organisational capabilities to support service-centred strategies with engineering cases. It also provides guidance for companies to manage their engineering network operations throughout the whole lifecycle of complex products and services systems.

The purpose of this research is to detect, through applying a process-based view, how to manage economisation of the maintenance and modification operations in offshore petroleum logistics operations.

A single case study of engineering services, more specifically, maintenance and modification service operations, on a Norwegian Sea oil platform reveals the dynamics of building network capabilities in a consistent network structure. Two layers of coordination are studied: the engineering process and its context, represented by its network of interconnected firms. This case study empirically grounds how engineering service involves managing reciprocally interdependent exchange processes in the network structure.

Pooled interdependencies are vital in understanding the nature of service provision and use, and sequential interdependencies are vital in narrating the timing of processes to reveal the nature of process emergence to coordinate strings of production events. Furthermore, the network structure, when characterised by multiple interdependent projects, is also dynamic but at a slower pace.

Through the case study, operations management is revealed to be associated with project emergence at two levels: the core process level regarding daily continuous change, including the changing interaction of multiple different and interdependent projects, and the contextual level, where features of interdependency and integration change, affecting engineering service production. This provides guidance as to the economisation of engineering services. They change not only interactions in the flow of production but also its context.

The purpose of this paper is to investigate how the complexity of the service offering (service complexity) affects the uncertainty during service operations in engineering services. Specifically, the authors compare the existence of organisational, relational, environmental and technological uncertainty in maintenance services and performance-based services.

The authors present insights from four cases – two each for maintenance services and performance-based services. The in-depth data were based on 56 semi-structured interviews, multiple site visits, meeting notes, service contracts and other secondary data.

The case findings indicate that organisational and relational uncertainty were not linked to service complexity, while observations of environmental and technological uncertainty were higher and more varied for performance-based services. Based on these findings, the authors formulate four propositions regarding the relationship between service complexity and uncertainty in service operations.

This research contributes to the OM literature by suggesting that external sources of uncertainty increase with increasing service complexity, while internal sources of uncertainty remain unchanged.

Service industry is recognized as being an important industry in Hong Kong and continues to support manufacturing bases in China and other low cost manufacturing countries. However, there is a lack of research on the modelling and analysis of service industry appropriate to Hong Kong’s environment. In this paper, the workflow of a service support department is illustrated using system dynamics modelling approach. The fundamental purpose of system dynamics (SD) is to analyze the information‐feedback of system behaviour as well as to develop mathematical models of dynamic interrelationships. A computer simulation system is used to explore the interactions making experimental system design possible. A model is proposed to simulate the behaviour of this department and to increase the efficiency. The analysis indicates that in order to decrease the turnover time of providing engineering service, it is necessary to make a strategic change to develop new culture and operation structure. The experience demonstrates that system dynamics is a practical approach to identify the relationship between the different service processes and improve the operation efficiency.

Engineering-service (ES) development is characterised by high uncertainty, the management of which is crucial for the success of the offering during the provision of ESs. This paper studies suitable organisational capabilities to address different uncertainty types.

Based on conceptualisation of individual uncertainty types and organisational capabilities, this study investigated their empirical links through six case studies of ES development projects. The data consisted of 64 semi-structured interviews, 10 weeks of observational data and 166 supporting documents describing the projects.

The findings provide empirical evidence for four distinct uncertainty types (environmental, organisational, technical and relational uncertainty) and the organisational capabilities needed for addressing them. The authors identified unique dominant capabilities for each uncertainty type (commercialisation for environmental uncertainty, coordination for organisational and technical uncertainty, and relational capabilities for relational uncertainty), which were complemented with supporting capabilities, including project management and integration.

This study contributes to the service operations literature by merging previously separate research streams on uncertainty and organisational capabilities in ESs and servitization. Through this merge, this study offers a more coherent understanding by extending previously sporadic insights into specific links between individual uncertainty types and individual capabilities.

Engineering service (ES) development, particularly with supplier co-creation, is nontrivial, and the literature has acknowledged the high relevance of uncertainty in this context. This study aims to investigate the relationship between different supplier co-creation modes (operationally independent [OI] and operationally dependent [OD]) and uncertainty criticality arising during ES development.

This study develops a conceptual framework of five uncertainty types by synthesizing the relevant literature from service management and new product development. This framework guided the empirical work of two in-depth case studies, describing uncertainty criticality in OI and OD supplier co-creation.

The findings show that environmental and organizational uncertainty were generally of high criticality for ES development independently of the supplier co-creation mode. Moreover, uncertainty criticality varied between the two cases, with higher criticality of technical and relational uncertainty as well as less resource uncertainty experienced by the focal organization in the OD case. This suggests that supplier co-creation constitutes an uncertainty reallocation.

Further research is needed to test the generalizability of the qualitative results through quantitative studies.

This research contributes to the service management literature by showing the varying uncertainty profiles manufacturing organizations face when engaging in different supplier co-creation modes. Furthermore, this research provides novel insights on ES development to the broader discussion on ES management.

Servitization increases the uncertainty exposure of provider firms due to the operational differences between services and production which is further increased when operations are set in triads. The purpose of this paper is to analyse the uncertainty exposure in servitized triads and explore suitable organisational responses.

A conceptual frame is defined detailing three uncertainty types (environmental, organisational and relational uncertainty) and suitable organisational responses to these. This frame guided the analysis of in-depth case evidence from a cross-national servitized triad in a European-North African set-up which was collected through 29 semi-structured interviews and secondary data.

The empirical study identified the existence of the three uncertainty types and directional knock-on effects between them. Specifically, environmental uncertainty created organisational uncertainty which in turn created relational uncertainty. The uncertainty types were reduced through targeted organisational responses where formal relational governance reduced environmental uncertainty, service capabilities reduced organisational uncertainty and informal relational governance reduced relational uncertainty. The knock-on effects were reduced through organisational and relational responses.

This paper makes two contributions. First, a structured analysis of the uncertainty exposure in servitized triads is presented which shows the existence of three individual uncertainty types and the knock-on effects between them. Second, organisational responses to reduce the three uncertainty types individually and the knock-on effects between them are presented.

The purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.

This research used the design science research methodology, which enabled the creation of the Service Design for Organisational Change (SD4OCh) methodology. A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.

The main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.

This study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.

Although this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.

This research bridges disparate research on servitization, namely product–service systems (PSS) and integrated solutions (IS), to provide valuable insights for the progression of the field. It acts as a reconciliation of these research streams and offers a reconceptualised agenda incorporating recent research on platforms, ecosystems, modularity, risk and governance as key conceptual themes to synthesise and build theory.

This is a conceptual, theory development article focused on advancing thinking on servitization by identifying systematic and theoretically informed research themes. It also proposes future research opportunities to advance theoretical contributions and practical implications for servitization research.

By reviewing and synthesising extant PSS and IS research, this article identified five core themes – namely modularity, platforms, ecosystems, risks and governance. The importance of these five themes and their linkages to PSS and IS are examined and a theoretical framework with a future research agenda to advance servitization is proposed.

This paper considers the similarities and differences between PSS and IS in order to develop a theory and to reconcile formerly disparate research efforts by establishing linkages between core themes and identifying valuable synergies for scholars. The importance of the core themes and current gaps within and across these themes are shown, and a mid-range theory for servitization is positioned to bridge the servitization-related PSS and IS communities.

Male identity and motor-mobility are deeply intertwined across much of the globe but nowhere is this relationship more strongly in evidence than in Africa. On the African continent, road transport work has always appeared, in essence, to be a masculinist domain: it is almost always men who are seen driving commercial vehicles, regulating loading activities in the lorry and bus parks (and now the motorcycle stages), undertaking roadside repairs, vulcanising tyres, and even serving fuel. This does not mean that women are entirely absent from the sector, but their place is commonly peripheral – constrained at least in part by hegemonic norms of femininity that shape women’s self-understandings. They typically supply cooked food, alcohol and sex to male road workers, or take on back-breaking work in the lowliest – and lowest paid – of porterage roles, head-loading goods along the road, carrying materials when assisting men making and mending roads, or loading vehicles. From time to time, women have aspired to infiltrate more lucrative areas of the sector, especially through ownership of commercial vehicles, but their closer engagement with the oily nuts and bolts of the road business remains rare.

This chapter draws on a wide range of published and grey literature and some personal ethnographic research from a diversity of African countries and contexts to examine women’s efforts at engagement in the sector. The discussion spans women’s employment in road transport services (porterage, ticket-selling, taxis, buses, Bus Rapid Transit [BRT] and commercial trucks) and the road construction that supports transport service operations (engineering, planning, contracting, and labouring). The authors pay particular attention to the factors that so often continue to impede women’s progress in these arenas. The concluding section first references COVID-19 and its detrimental impacts on women transport workers’ jobs, then considers the potential for overcoming current barriers and promoting a more central space for women in transport operations, a development that could provide significant benefits across the sector.