1. Introduction -- 2. Lean, Agile and Service-Oriented Performers: the Characteristics and Compatibility of Templates of Organizing -- 3. Lean Performers -- 4. Agile Performers -- Service-Oriented Performers -- 6. Performance Implications of the Fit between Lean and Agile: Organizational Ambidexterity Perspective -- 7. Factors Affecting Trade-Off, Cumulative Capability and Alternative Models of Operation Strategy -- 8. Summary.

This book draws on a neo-institutional theory to characterize service-oriented manufacturing firms in relation to more familiar organizational forms, such as lean and agile. It sheds light on whether being lean is a prerequisite for agile organizations and whether agile organizations are precursors of service-oriented organizations. The book empirically examines the prevalence of such organizations using representative samples of manufacturing firms in an industrialized country. This approach makes it possible to "zoom in" and determine whether the extent of adoption of digital manufacturing innovations, digital services, and service-oriented business models varies with organizations' size, industry, product complexity, lot size, type of design process, and type of manufacturing process. In turn, it shows which digital manufacturing innovations, lean practices, and services contribute to leanness-related performance capabilities like quality and costs; agility-related capabilities like fast delivery, flexibility and innovation; and service-oriented capabilities like high service performance and digitalization. In addition, it explores the question of whether lean, agile, and service-oriented performance capabilities contribute to financial performance separately or jointly.