The journey from goods-dominant logic to service-dominant logic: A case study with a global technology manufacturer

Using a single case study of a multinational industrial organization, this article examines the journey of a large technology manufacturer from goods-dominant logic to service-dominant logic. The findings indicate that four external factors - investors, competing forces in the market, customers and technological advancements - drive this reconfiguration. In addition, the study discusses four propositions that support the internal transformation process: First, a formal redefinition process of corporate cultural values facilitates the transformation to servicedominant logic. Second, new value creation practices in separate settings help transformation proceed more quickly. Third, restricting the transformation to deliberately selected markets and to complementary business models mitigates the risk of resistance. Fourth, setting the company in a pivotal position in the ecosystem leverages existing strengths. The results bring empirical insights to a research discussion that to date has been predominantly shaped by theoretical contributions. With this paper, we provide a contribution to the quest for more midrange theories in further developing the service-dominant logic of marketing.

Automated summary

This article uses a multinational industrial organization as a case study to analyze the transition of a large technology manufacturer from goods-dominant logic to service-dominant logic. The study identifies external factors and internal transformation processes that drive this reconfiguration, providing empirical insights to the discussion on service-dominant logic in marketing.