The last two decades have seen a shift towards service-based value in a process referred to as servitization. Manufacturers have been challenged to create relevant knowledge and adapt to this change.
This book has two key purposes. First of all, the authors examine the theoretical underpinnings of knowledge management and servitization, before proposing a conceptual model for knowledge co-creation and organizational knowledge management processes. Then, the model is tested through a series of case studies from Japan and Malaysia, providing insight into experiences of business transformation from produce-centric to service-centric in developed and developing Asian economies.
This book will be of interest to academics, students and practitioners in servitization, knowledge creation and knowledge management, especially those interested in Asian economies.
Author(s): H. M. Belal, Kunio Shirahada, Michitaka Kosaka, Olatunde Amoo Durowoju
Publisher: Palgrave Pivot
Year: 2022
Language: English
Pages: 120
City: Cham
Preface
Acknowledgments
Contents
List of Figures
List of Tables
Part I Theoretical Aspect of Knowledge and Servitization
1 Knowledge View
1.1 Knowledge Concept
1.2 Knowledge Management and Knowledge Creation
1.2.1 Knowledge Management
1.2.2 Knowledge Creation
1.3 Knowledge Management and Knowledge Creation in Process Application
1.4 Knowledge Management and Knowledge Creation Practice in Service Sector
References
2 Servitization View
2.1 Service Concept
2.2 Service-Dominant Logic (S-D Logic)
2.3 Product Service System (PSS)
2.4 Servitization
References
3 Knowledge-Oriented Servitization Management Model
3.1 Corporate Collaboration for Accessing New Knowledge
3.1.1 Corporate Collaboration Concept in Business
3.1.2 Process of Collaboration at Corporate Level
3.1.3 Practice of Corporate Collaboration in Manufacturing Industry
3.1.4 Corporate Collaboration Is Key for Resource Integration
3.2 Knowledge Space Management
3.3 A Service Value System
3.4 A Knowledge-Oriented Servitization Management Model
3.5 Summary
References
Part II Asian Cases in Servitization
4 Developed Economies (Japan) Cases
4.1 Japanese Monitor Maker: Company ‘A’
4.1.1 Overview of Company ‘A’
4.1.2 Process and Procedure of Investigation in Company ‘A’
4.1.2.1 Service Innovation Chart
4.1.2.2 Business Model Thinking
4.1.2.3 Data Collection Procedure
4.1.3 Valuation of Data
4.2 HDRIVE and Hitachi Capital Case
4.2.1 Company Background
4.2.2 Knowledge Space Management and Corporate Collaboration for ‘Service Value System’
4.2.3 Result
4.3 Uniqlo and Toray Case
4.3.1 Company Background
4.3.2 Corporate Collaboration
4.3.3 Knowledge Space Management
4.3.4 Service Value System
4.3.5 Result
References
5 Developing Economies (Malaysia) Cases
5.1 PKT Logistics Group Sdn Bhd: A Knowledge Creating Service Company
5.1.1 Overview of PKT
5.1.2 DMT’s PKT Development Policy
5.1.3 Facebook Community in PKT for a Knowledge Creating Service Company
5.1.3.1 PKT-DMT Facebook Community
5.1.3.2 PKT-DMT Facebook Community as ‘Ba/Space’
5.2 Feruni Ceramiche Sdn Bhd
5.2.1 Overview of Company Feruni Ceramiche
5.2.2 Evaluation of Data and Outcomes
5.3 Company B: Health Products and Traditional Medicines Manufacturer
5.3.1 Initial State of Company B
5.3.2 Evaluation and Result of Data
5.4 Summary
References
6 Summary and Discussions
References
7 Discussions Questions
Index
