Abstract
This paper examines the change management process throughout the servitization strategy. Evidence was collected through 41 semi-structured interviews from four case studies. The study finds that synergistic interaction between product and service systems will create greater customer value when following the servitization strategy. This paper complements extant research on change management in servitization by proposing apparent change as a relaxed strategy to allow for changes following servitization with delicate alignment with existing organizational values and culture. The paper provides theoretical and managerial implications that draw on a balanced focus on both product and service instead of evolutionary or revolutionary strategies toward service.
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