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dc.contributor.authorJohnstone, Stewart
dc.contributor.authorWilkinson, Adrian
dc.contributor.authorDainty, Andrew
dc.date.accessioned2017-05-03T15:38:30Z
dc.date.available2017-05-03T15:38:30Z
dc.date.issued2014
dc.identifier.issn0018-9391
dc.identifier.doi10.1109/TEM.2013.2289738
dc.identifier.urihttp://hdl.handle.net/10072/63138
dc.description.abstractMany global engineering organizations have gradually shifted away from the provision of tangible products toward the provision of high-value-combined product-service solutions. This business paradigm is purported to represent a key strategic opportunity for such firms, and has attracted the attention of practitioners, consultants, and researchers. However, it has also been recognized that many firms fail to generate increased financial returns, the so-called the "service paradox." Despite an emerging international research literature which alludes to cultural and human resource challenges, few studies have explicitly explored such issues from a human resource (HR) perspective. Informed by two in-depth case studies of global engineering organizations in the U. K., this paper examines the HR challenges and reveals the complex realities of enacting product-service (PS) strategies in practice. It reveals that even where services have proved profitable, firms may still encounter various HR challenges, and struggle to fully exploit their service strategies. Addressing such challenges may represent a key enabler in delivering integrated product-services in organizations attempting to mesh distinctive engineering and service paradigms.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent378014 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoen_US
dc.publisherInstitute of Electrical and Electronics Engineers
dc.publisher.placeUnited States
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom275
dc.relation.ispartofpageto284
dc.relation.ispartofissue2
dc.relation.ispartofjournalIEEE Transactions on Engineering Management
dc.relation.ispartofvolume61
dc.rights.retentionY
dc.subject.fieldofresearchOrganisational Planning and Management
dc.subject.fieldofresearchInformation and Computing Sciences
dc.subject.fieldofresearchEngineering
dc.subject.fieldofresearchCommerce, Management, Tourism and Services
dc.subject.fieldofresearchcode150312
dc.subject.fieldofresearchcode08
dc.subject.fieldofresearchcode09
dc.subject.fieldofresearchcode15
dc.titleReconceptualizing the Service Paradox in Engineering Companies: Is HR a Missing Link?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 2014 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.
gro.date.issued2015-01-23T05:24:06Z
gro.hasfulltextFull Text
gro.griffith.authorWilkinson, Adrian J.


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