Authors: Jamie Burton; Judith Zolkiewski; Scott Wagstaff
This paper is based upon a Delphi study looking at three management tiers (top managers, middle managers and first-line managers) in manufacturing and customer organisations. This paper focuses on the effects of tension and territoriality during the servitization process. The results of the study were qualitatively analysed to show the impact that tension and territoriality have in a servitizing organization, and the differences in manufacturing and customer organisations and management perception at each tier. The results confirm existing theory that management generally fails to anticipate tensions and territoriality when implementing a servitization strategy. The results also illuminate, for the first time, that the implementation of servitization in the oil and gas industry, is a haphazard affair that lacks direction and management support which may ultimately result in a flawed application.
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