Knowledge in Servitization Management: A Comparative View

By H. M. Belal

1. Introduction

This chapter describes the objectives of this book, case analysis methodology including case studies summary. Also propose and develop a model for knowledge co-creation process at the aim of adapting and managing servitiation from the knowledge view.

Part 1: Theoretical aspect of Knowledge and Servitization

This part argues the theoretical view of knowledge in relation to the insight of servitization. It is because, to find new service in terms of the value co-creation process, the integration of knowledge from different parties such as human resource and organization is crucial. In this perspective, it reviews 'service concepts' including Service-Dominant (S-D) Logic, Product Service System (PSS), etc. Then and there, connect and apply them (e.g., knowledge view) into servitization. Based on the review of theory this section also develops a model called 'knowledge-oriented servitization model'.

2. Knowledge View

o Knowledge concept

o Knowledge management and knowledge creation

o Knowledge management and knowledge creation in process application

o Knowledge management and knowledge creation practice in service value co-creation

The knowledge view includes into four sections. The first one provids and explains a clear overview around knowledge concept using up-to-date sources. The second section discussed on knowledge management and knowledge creation concept. It shows the importance of understanding and proper management plan and create new knowledge according to that plan into service value creation. The dealings and interaction between tacit and explicit knowledge through working on information treatment, organizational infrastructure, culture, people mindsets, and so on is the main of knowledge management and organizational learning. This section also shows that organizational knowledge management practice is regular aspects as the organization always promised to offer service per market situation and managing knowledge are required for it.

The third section is development of knowledge management and knowledge creation in process application, where the theories and models suggested that the constant dialogue between tacit and explicit knowledge is significant for knowledge creation and the knowledge creation is a dynamic process (e.g., Knowledge Space (KS) Management (Belal, Shirahada, & Kosaka, 2012). It is differ on context basis. Review shows, though the individual members of an organization drive organizational knowledge creation, but in services value chain perspective the customers are not outsider. The customers are core part of co-creating knowledge through introducing their ideas, experiences, and desire with company and make a service with knowledge creation platform (e.g., socialization, externalization, combination, and internalization (SECI), (Nonaka, Toyama, & Konno 2000). This part also describes the influence of collaboration at the aim of idea and/or concept and/or information sharing in managing new knowledge for service-based value offering. It argues the importance of corporate collaboration is increasing due to changing business environment from goods-oriented basis to services-oriented basis. To make a service-oriented view business platform, it is required additional resources. In this scheme two or more independent organizational business 'make collaboration and share or integrate their competencies (e.g., resources, knowledge)' aimed to achieve a common purpose of new knowledge creation. Again, company can run-through the way of process to how tacit and explicit knowledge are converted into organizational new knowledge using four knowledge

• Format: Hardcover
• Language: English
• ISBN: 3031186869
• ISBN13: 9783031186868
• Release Date: November 2022
• Publisher: Palgrave MacMillan
• Length: 106 Pages
• Weight: 0.67 lbs.
• Dimensions: 0.4" x 5.8" x 8.3"