Orchestrating organisational transformation for business model innovation towards servitization in the automotive industry
- Autores: Prasanna Kumar Kukkamalla
- Directores de la Tesis: Andrea Bikfalvi (dir. tes.), Anna Arbussà i Reixach (codir. tes.)
- Lectura: En la Universitat de Girona ( España ) en 2020
- Idioma: inglés
- Tribunal Calificador de la Tesis: Anna Cabigiosu (presid.), Pilar Marqués Gou (secret.), Marko Seppänen (voc.)
- Programa de doctorado: Programa de Doctorado en Derecho, Economía y Empresa por la Universidad de Girona y la Universidad de Vic-Universidad Central de Catalunya
- Materias:
- Enlaces
- Tesis en acceso abierto en: TDX
- Resumen
The objective of this dissertation is to present a firm’s business model innovation (BMI) and organisational change during the servitization process. It mainly aims to produce new knowledge on BMI and the factors that influence the transformation process and organisational change during servitization in the automotive firm. A qualitative, multi- case research design was employed in this research. The data were obtained through secondary sources, including annual reports, press notes, media releases, websites, and auto magazines. A total of 103 public documents were obtained from various sources during the period 2016-2019. The thematic analysis technique was used to analyse the data.
As a trilogy of studies, this dissertation has produced new knowledge and collectively answered the research questions framed. The first study revealed the firms' motivations for collaborations during service transition, in addition to mapping their resource integration strategy. The second revealed the evolution of customer service and presented the actors and their roles in the service network of the automotive firm. In this study, the actor-network theory was used as an analytical tool to analyse customer service evolution. The final study disclosed the BMI and the factors that influence the change of business model in the automotive firm. In this study, the McKinsey 7s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff, and skills, was used as an analytical tool to discuss new business model implementation.
The study has identified three new issues. First, building a better customer relationship was uncovered as one of car manufacturing firms’ key motives for making collaborative agreements. The strategic alliance literature mostly focuses on the resource-based view, while the findings of this thesis extend the view to the customer relationship management theory, highlighting how firms use this strategy to improve customer relationships with new service offerings. Second, a novel actor category in the mobility service network was uncovered: co-branding actors. This aspect has not been clearly discussed in the previous research and is a novel contribution to the research on mobility service design and the actor-network, providing knowledge about the actors’ positions and activities in the mobility service network. Last, this study reveals the BMI of a car maker’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the BM: value creation, value delivery, and value capture, most of the elements of which are innovated. It also contributes to the BMI literature by revealing the key motivators and drivers during servitization.
