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    Servitisation through Structural Adaptation

    Zighan, Saad, AlKalha, Ziad, Bamford, David ORCID logoORCID: https://orcid.org/0000-0002-1050-1357, Reid, Iain ORCID logoORCID: https://orcid.org/0000-0003-2581-1283 and Al-Zu'bi, Zu'bi (2021) Servitisation through Structural Adaptation. Journal of Service Theory and Practice, 31 (3). pp. 468-490. ISSN 2055-6225

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    Purpose: The purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy. Design/methodology/approach: This study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health care. Findings: Capitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and services. Practical implications: This study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design. Social implications: Servitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities. Originality/value: This study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.

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