Service-sales ambidexterity: evidence, practice and opportunities for future research

de Ruyter, Ko, Keeling, Debbie and Yu, Ting (2019) Service-sales ambidexterity: evidence, practice and opportunities for future research. Journal of Service Research. pp. 1-9. ISSN 1552-7379

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Aligning the service-sales interface within and beyond organizational boundaries is worthwhile, yet many firms are not reaping the rewards of such practice. The managerial need for in-depth insights into the blending of selling and service delivery could be better informed through resolution of current open theoretical debates. This position paper extends the current knowledge base on the service-sales interface in three ways. First, we offer a synopsis of current scholarly progress on blending service delivery with sales and identify contextual conditions that foster effective service-sales ambidexterity. Second, turning to current practice, we use an empirical case study to demonstrate how a multi-national company strategically deploys online learning to bridge structural knowledge and skills gaps within its reseller network to build ambidextrous capacity in the channel and support solution selling. Complementing this human learning approach, we also explore recent advances in machine learning and their impact on the service-sales interface. Third, we blend these academic and practice perspectives to offer a service-sales interface agenda that identifies directions for future research in terms of both the theoretical development of ambidexterity and defining the effective blending of technologies at the service-sales interface that enable ambidexterity in practice.

Item Type: Article
Keywords: Ambidexterity, Sales, Service, Solution-selling, Learning, Artificial intelligence
Schools and Departments: University of Sussex Business School > Strategy and Marketing
Subjects: H Social Sciences
Depositing User: Debbie Keeling
Date Deposited: 09 Sep 2019 13:50
Last Modified: 25 Nov 2019 14:30

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