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This book draws on a neo-institutional theory to characterize
service-oriented manufacturing firms in relation to more familiar
organizational forms, such as lean and agile. It sheds light on
whether being lean is a prerequisite for agile organizations and
whether agile organizations are precursors of service-oriented
organizations. The book empirically examines the prevalence of such
organizations using representative samples of manufacturing firms
in an industrialized country. This approach makes it possible to
"zoom in" and determine whether the extent of adoption of digital
manufacturing innovations, digital services, and service-oriented
business models varies with organizations' size, industry, product
complexity, lot size, type of design process, and type of
manufacturing process. In turn, it shows which digital
manufacturing innovations, lean practices, and services contribute
to leanness-related performance capabilities like quality and
costs; agility-related capabilities like fast delivery, flexibility
and innovation; and service-oriented capabilities like high service
performance and digitalization. In addition, it explores the
question of whether lean, agile, and service-oriented performance
capabilities contribute to financial performance separately or
jointly.
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