Platforms in service-driven manufacturing: Leveraging complexity by connecting, sharing, and integrating

Abstract

Service-driven manufacturing firms often rely on networks in service operations; however, in order to leverage the network approach, firms must address the challenges of managing and orchestrating complex inter-organizational relationships. In this study, we identify how companies aim to leverage network-related complexity in their operations instead of trying to reduce complexity. We show how platform approaches have been used and could be used in this setting to assist in the flexible externalizing of resources and capabilities, and to provide structure for network orchestration. Although limited to the case-study setting, this study provides a rationale for using platform approaches in a service-driven manufacturing context, demonstrating how all of the identified logics have a special role in value creation in service networks.