Data summary and analysis

Recorded interviews data were summarized into six themes: Competition, Strategy choices, Project manager’s role, Team members’ roles, service providers’ influence on team capabilities, and mechanisms to develop capabilities.

With respect to competition, the owner of S is obviously pessimistic and characterized by saying “market is shrinking”. It seems that he has not figured out a clear strategy to cope with challenging market situation. However, he is quite aware of the importance of employees’ individual capabilities and the correspondent influence upon organizational performance. He also highlights the importance of project team keeping in line with firm top management and prefers to choose senior employees or friends as project managers.

Meanwhile, the project manager from S points out that firm should hire new employee with quick-learning capability, employees from competitors should learn new firm culture, and project team should flexibly use mobile phone and social medias to improve the efficiency of on-site information exchange and learning.

However, comparing with data from M and C, data from firm S are apparently incomplete, reflecting the lack of careful consideration. Therefore, the data analysis will focus on firm M and firm C.

It’s worthy to note that opinions appeared in table 3 are only cited opinions from M and C and should not be looked as the whole interview records. However, these are the most typical statements made by interviewees and to some extent represent respondents’

special consideration, therefore I feel it is worthy to be cited, summarized and analyzed.

Hereinafter opinions in every theme will be briefly compared and the priorities will be explained.

First and foremost, although there are contradictory opinions about whether project team should be more autonomous all firms look competent project manager and team members as rare assets. This could be interpreted as that project manager and team members are playing critical roles in project-based integrated solution and are determinants of nowadays business performance. The scarce of human resource in China water treatment

Firm M Firm C

put more emphasis on new technology or new product (Business Owner)

we need know better than competitors and customers (Project Manager)

launched service-oriented strategy--planning to promote this idea to every employee (Business Owner)

We have seen opportunities in providing service (Business Owner)

Project Manager's Role

project team need have quick response to customer--too much reports and negotiation lead to low efficiency (Project Manager)

project team need participate project marketing in

early stage (Project Manager)

Team

project manager should stay in line with top manager (Business Owner)

customer want trouble-free--the word of service has much more meaning than before--we should provide wider service (Project Manager)

good communication and coordination--project can successfully complete--bad communication leads to distrust and conflict (Project Manager) good communication with supplier--get products quicker (Project Manager)

multitalented staff are popular in project team— (Project Manager)

project team should have greater freedom in decision-making and work closely with customer (Project Manager)

maintenance engineer can play roles of early stage sales (Team Member)

quality reputation of our system is greatly related with customer employees (Business Owner)

existing motivation policy (punishment for complaits ) --skillful employees are willing to provide service--otherwise dodge (Business Owner)

customer satisfaction to great extent depends on customer employees (Project Manager)

quick-learning and team working are important qualities for new employees (Project Manager) mobile phone enable me to communicate with suppliers easily--handle daily work (Team Member) stay in line with top manager (Team Member)

Mechanisms to Develop Capabilities

Hiring service-oriented employees and training focusing on commercial skills (Project Manager)

through personal networks can find project manager (Business Owner)

most of positions require technical background— (Business Owner)

project teams are biggest assets-- prefer long term employment (Business Owner)

quality reputation is greatly related with customer employees-- training customer employee need strengthen (Business Owner)

income increase encourages employee position-move--it's good signs for employees as well as for company (Business Owner)

technical background enable me fit in mutiple positions (Project Manager)

informal training are important at project site— (Project Manager)

“mouth to mouth” introducing jobs is popular--I am self-motivated to work hard (Project Manager)

we have different bonuses (Team Member) Table 3: Summary of interview citation in themes from firms M and C.

industry also reflect that firms’ transformation from manufacturing into servitization are pulled by market demand instead of pushed by firms themselves.

Secondly, interviews show top management’s vision still has fundamental influence on long-term business performance. Top management, business owners in this study, not only determine long-term invest, business plan, management processes and policies but also affect project operation through assigning project managers. The business owners from M and C have different interpretation about the market competition. While the owner of M mainly feels market getting worse the owner of C has seen opportunities from providing more customized service. Particularly, the owner of C mentions that leading firm could enjoy higher profit in contract bidding, which eventually encourages visionary managers to employ proactive service-oriented business model. On the contrary, the owner of M highlights technology/product development, seeking to gain superior position in traditional competitive landscape.

Thirdly, with different vision, top management will also affect the management structure and decision-making processes in project operation. For example, owner of M stresses that project team should firmly stay in current hierarchical managerial structure.

Meanwhile, he also underestimates project manager’s flexible and autonomous decision-making. However, data from interviews show there is critical disagreement between this business owner and his project manager. As Vargo & Lusch (2004, p.281) noted that, in service business, frontline employees play key roles in anticipating customers’ needs, customizing the service delivery, and building personalized relationships with customers, I believe the project manager of M has more reliable thoughts and market sense. Therefore, in later analysis I will take opinions of owner of C and project manager of M as constructive responses to challenges derived from servitization.

Another notable issue is that only project manager from C explicitly stress the influence of frontline service providers’ dynamic capabilities. He takes the case of on-site logistics coordinator as example and points out that frontline team members (service providers) could mobilize resources and create competitive advantage. Moreover, he is the only person who has noticed the potential influence of customer’s employees upon project performance and reputation. Given Vargo and Lusch’s insights in last paragraph in addition to that firm C has launched service-oriented business plan, it is highly possible that he may have intentionally studied service business. Therefore, I believe his opinions are worth taking into account.

Moreover, multiple interviewees state that mobile phone and social media are popularly been used by team members for their daily work. Although such applications are personal and informal, considering the ever-improving functions and convenience of such ICTs, it is necessary to take them into consideration for future project management. Meanwhile, managers should also pay more attention to other informal approaches for communication, recruiting, learning or training at project site.

Furthermore, interviewees from C coincidently talked about motivation methods which they have experienced in C. Although I agree that firm should make out flexible and productive motivation policies, we could not have time to study closely and to compare different options, so that I cannot draw conclusion which approach is the best in this thesis.

However, I do feel it is important to have further study focusing on different motivation

mechanisms and, especially, to have study linking motivation mechanisms with applicable measurement mechanisms for service business.

Last but not least, interviews also show all three firms benefit from external resources especially human resources. On the one hand, it reflects the extreme importance of talents and what they possessed knowledge and capabilities towards service provision. On the other hand, it also shows SMEs should more emphasize using human resource and knowledge instead of possessing these assets. In other words, in knowledge-intensive business such as integrated solutions, small project team with high individual dynamic capabilities can coordinate and re-configurate much more resources and may be able to achieve better business performance than big project team with low individual dynamic capabilities.