Scaling-up New Service Offerings in Industrial Organizations: A Case Study

Abstract

This study examines how new service offerings are scaled across units and regions in industrial organizations. While prior research has addressed several aspects of service scaling, this concept remains fragmented and insufficiently understood in practice. To address this gap, this study investigates the mechanisms and organizational capabilities that support the long-term scale-up process in firms. The research adopts a qualitative single-case study approach, focusing on a global industrial company in the marine and energy markets. Empirical data were collected through semi-structured interviews with individuals involved in service development and scaling activities. The findings show that service scalability is not achieved through the launch phase alone. Instead, it is an ongoing organizational process that develops over time and involves the alignment of multiple organizational factors, including validation, internal coordination, and capabilities. The study contributes to existing literature by offering a more integrated and process-oriented understanding of service scale-up in industrial organizations. It emphasizes how scalability occurs through the interaction of organizational mechanisms and capabilities. In addition, the study provides practical insights for managers by identifying key areas that require attention to support successful service scale-up.