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Procedia CIRP 30 (2015) 378 383

7th Industrial Product-Service Systems Conference - PSS, industry transformation for sustainability and
business

Relationship between Intangible Capital, Knowledge and Maintenance

Performance in a PSS Network: An Empirical Investigation
Yaoguang Hu*, Jiawei Ke, Zhengjie Guo, Jingqian Wen
Beijing Institute of Technology,No.5 Zhongguancun South Street, Beijing, 100081, China
* Corresponding author. Tel.: +86-010-68917880. E-mail address: hyg@bit.edu.cn

Abstract
Maintenance serves as the major engineering service in the PSS delivery model, it has a key role in delivering performance driven solutions.
Leveraging the strengths of a dynamic PSS network for maintenance performance has become essential to satisfy rapidly changing customer
demands and to remain competitive. Firms are therefore aiming to further their maintenance competence, which we define as the ability of the
PSS networks to improve products and services, based on the processes and relationships established with PSS partners and customers. The
purpose of this research is therefore to provide insight into how intangible capital among PSS network partners can be effectively utilized for
maintenance performance. This study examines how intangible capital and knowledge further the development of maintenance competence
within the context of a PSS network. A theoretical model is verified through structural equation modeling utilizing survey data collected from a
PSS network, which consists of a large agricultural machine manufacturer, three providers for intelligent terminal instruments and 1000 smalland medium-sized service stations and distributors in the manufacturing industry. The results indicated that human capital and organizational
capital are positively related to knowledge type development, which in turn has a positive effect on maintenance performance in PSS networks.
This study contributes to the theoretical development of a conceptual model by examining the mediating role of explicit knowledge and tacit
knowledge in the relation human capital and organizational capital with maintenance performance. Conclusively, an outlook for further
research is given.

Publishedby
byElsevier
ElsevierB.V.
B.V This is an open access article under the CC BY-NC-ND license
2015
2015 The
The Authors.
Authors. Published
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Scientific Committee of the Conference is co-chaired by Prof. Daniel Brissaud & Prof.
Peer-review
under responsibility of the International Scientific Committee of the 7th Industrial Product-Service Systems Conference - PSS,
Xavier BOUCHER.
industry transformation for sustainability and business
Keywords: Intangible capital; Knowledge; Maintenance performance; PSS

1. Introduction
In the face of current global competition and increasing
demands from customers, there is a distinct need to improve
manufacturing performance[1]. The increasing number of
manufacturing companies, which transforming process into a
product-service system (PSS), are facing the challenge that
they have to build up maintenance competence for
successfully providing services. For the delivery of integrated
products and services, more and more firms are entering into
alliances and coalitions to build up a PSS network.
Maintenance serves as the major engineering service in the

PSS delivery model. Maintenance has a key role in delivering

performance driven solutions [2].
Recently, extensive literature reviews on the
implementation of PSS are published. In fact, although
significant work exists in are as such as PSS networks,
maintenance for PSS, and PSS delivery management [2-5],
little is known about the dynamics of intangible capital within
a PSS network setting in the light of the processes necessary
to acquire fundamental PSS maintenance performance.
Researchers argue that competitive advantage is founded on
intangible capital, which can be accumulated to serve as
resources [6].

2212-8271 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Scientific Committee of the 7th Industrial Product-Service Systems Conference - PSS,
industry transformation for sustainability and business
doi:10.1016/j.procir.2015.02.079

Yaoguang Hu et al. / Procedia CIRP 30 (2015) 378 383

Leveraging the strengths of a dynamic PSS network for

maintenance performance has become essential to satisfy
rapidly changing customer demands and to remain
competitive. Firms are therefore aiming to further their
maintenance competence, which we define as the ability of
the PSS networks to improve products and services, based on
the processes and relationships established with PSS partners
and customers.
The objective of this research is to provide insight into
how intangible capital among PSS network partners can be
effectively utilized for maintenance performance. In this study,
we focus on two intangible capitals: human capital and
organizational capital. Human capital and organizational
capital are beneficial to improve maintenance activities
because PSS providers may leverage the knowledge and skills
embedded in the human and non-human capital to satisfy the
customers maintenance demands. This study examines how
intangible capital and knowledge further the development of
maintenance competence within the context of a PSS network.
A theoretical model is verified through structural equation
modeling utilizing survey data collected from a PSS network
including a large agricultural machine manufacturer, three
providers for intelligent terminal instruments and 1000 smalland medium-sized service stations and distributors in the
agricultural machinery manufacturing industry.
To explore the relationship between intangible capital and
maintenance performance of PSS networks, the theoretical
framework of this research is shown in Fig. 1.

Fig. 1. Theoretical framework.

The remainder of this paper is organized as follows. In

Section 2, the research background and relative literatures are
reviewed. Eight sets of hypotheses are proposed in Section 3.
Subsequently, a methodology applied to a PSS network is
given in Section 4, and the results based on SEM are
presented in Section 5. Finally, Section 6 states the major
conclusions and outlook.
2. Research Background and Literature Review
2.1. Delivery Management of IPS2
According to Meier et al. [7], the whole life cycle of the
IPS (Industrial Product-Service System) can be divided into
following phases: planning, development, implementation,
operation, and closure. After planning, developing and
implementing an IPS, the delivery and use of the IPS is the
purpose of the operation phase. As an IPS provider does not
necessarily have all required know-how and capacity to
deliver all IPS, a network of partners which consists of

product suppliers, service suppliers, IPS module suppliers,

the IPS provider and the IPS customers is formed to support
the IPS provider [8]. Morlock et al. presented the IPS
execution system as management software for the IPS
delivery and argued that the IPS network and the IPS
resource planning mainly influenced the IPS delivery [9].
Durugbo and Riedel proposed a conceptual model for
assessing the readiness of collaborative-networked
organizations for product-service system delivery [10]. The
model consists of a structural assessment of collaborative
network topologies and densities, and a behavioural
assessment of partner delivery competences and performance.
2.2. Intangible Capital and knowledge
Intangible capital has been recognized as a foundational
aspect of competitive advantage and strategy formation [11].
With the increasing importance of intellectual capital, many
scholars have investigated its organizational role. Most of this
research focuses on the effect of intellectual capital on
organizational performance, business performance, financial
returns, and value creation [12]. Chen et al. used three
dimensions of intellectual capital including human,
organizational, and relational to examine their relationships.
Furthermore, he recognized that relational capital mediated
the effects of human and organizational capital on knowledge
transfer [13]. Kim et al. [14] classified the scope of
intellectual capital as human capital, organizational capital
and customer capital. In this research, we examined the role
of intellectual capital in maintenance service for PSS, and
used human capital, organizational capital as the two
dimensions of intellectual capital.
According to the knowledge-based view of the firm, this
research try to illustrate the role of knowledge in leveraging
intangible capital for the advancement of maintenance
performance for PSS. Knowledge can be presented in the
form of both explicit and tacit knowledge [15]. Explicit
knowledge is the knowledge that can be easily captured,
codified, and shared through manuals, documents and
standard operation procedures [16]. Most of these resources
exist in the form of physical materials, computer programs,
models and files, which are representations of empirical or
practical knowledge [17]. Tacit knowledge is the skill,
experience and know-how that is embedded in a person and
cannot be easily expressed or shared [16]. Although there has
been a considerable amount of research on the creation and
management of knowledge, there is still much to be learned
about maintenance performance improvement possible via
knowledge presented in PSS [16-19].
3. Hypothesis Development
3.1. The influence of intangible capital on knowledge
Wewior et al. described IPS as complex, knowledgeintensive, socio-technical systems, and argued that a focus
only on tangible solutions like providing products and
services with an innovative business model without regarding
the intangible capital will compulsory lead to risks and

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Yaoguang Hu et al. / Procedia CIRP 30 (2015) 378 383

uncertainties during the IPS development and operation

phases [20]. An Intangible capital can provide firms with the
heterogeneous resources necessary for developing
competitive new products, maintenance and services.
Specifically, based on knowledge-view, we suggest that
human capital manifests itself in explicit knowledge, while
organizational capital manifests itself in tacit knowledge. As
human capital consists of the knowledge and skills that
managers and employees possess [12], which can be
documented and taught through training programs, it provides
the foundation for explicit knowledge of the PSS networks.
For example, the training and education an individual
receives, as well as maintenance processes made and services
established, can be documented and new employees can be
brought up to speed about these issues quickly. As such, we
suggest that human capital can be codified without many
efforts, and thus manifests itself in explicit knowledge
(Hypothesis H1a).
In contrast, the intangible capital element of organizational
capital reflects the knowledge and experience embodied in
the organization. This element therefore generates a learning
by doing aspect, which should be evidenced by a greater
tacit knowledge in the PSS networks, providing the logical
link between organizational capital and tacit knowledge. For
example, organizational capital provides for intelligence and
competitive environment insights to enhance the firms
ability actively interacting with its PSS partners [21]. As a
key underlying component of organizational capital,
experience is a type of tacit knowledge. A greater stock of
organizational capital resources should thus translate to the
existence of greater levels of tacit knowledge, which are able
to facilitate the actions of the specific PSS networks to
enhance tacit knowledge development (formulated in H1b
below).
In line with Schoenherr and Griffith [21] considering the
interaction of the two types of intangible capital, this research
suggests that human capital and organizational capital are not
substitutes, but have the potential to serve as complements,
reinforcing each other in their impact on knowledge.
Specifically, we contend that human capital serves as the
foundation for emphasizing the influence of organizational
capital on tacit knowledge and to heighten the generation of
tacit knowledge. Likewise, organizational capital can serve as
the foundation to strengthen the impact of human capital on
explicit knowledge. We therefore hypothesize the following.
H1a: Human capital positively influences explicit
knowledge.
H1b: Organizational capital positively influences tacit
knowledge.
H1c: Human capital positively influences tacit knowledge
based on the interaction with organizational capital.
H1d: Organizational capital positively influences explicit
knowledge based on the interaction with human capital.
3.2. The influence of knowledge on maintenance performance
Knowledge sharing is the unique combination and
interaction of PSS provider knowledge used to generate

innovative products and services. In this context, maintenance

performance can be defined as PSS providers maintenance
efficiency, their coordination and collaboration capability,
their maintenance process execution capability, and as being
a service function of their scientific, technological, and
managerial skills.
Specifically, sharing of explicit knowledge is beneficial to
enhance maintenance performance by providing members
distinct and unambiguous information. To enhance the
maintenance performance of PSS networks, documented
procedures, maintenance manuals, and service policies can be
exchanged between PSS partners. Additionally, exploiting
tacit knowledge interactively through the unique combination
of knowledge assets in PSS networks, such as unique
background, expertise and experience, lays a foundation for
the generation of new maintenance ideas, service policies.
Because of the learning-by-doing component of tacit
knowledge laying a good foundation for PSS maintenance,
we can make a conclusion that tacit knowledge will lead to
greater differential performance improvements for PSS
maintenance. We therefore suggest that both tacit knowledge
and explicit knowledge have influence on maintenance
performance, and tacit knowledge influence maintenance
performance more strongly than explicit knowledge. The
literatures related to maintenance and knowledge provides
further support [22]. Goffin and Koners [23] also emphasized
the particular importance of tacit knowledge. We therefore
hypothesize H2a and H2b.
H2a: Explicit knowledge positively influences
maintenance performance for PSS.
H2b: Tacit knowledge positively influences maintenance
performance for PSS.
3.3. The mediating role of knowledge
Fig. 1 shows that intangible capital is the antecedents for
the preceding hypotheses argued for maintenance
performance as a direct outcome of knowledge types. In
another word, intangible capital needs to be transformed into
knowledge before influencing maintenance performance.
This discussion shed light on knowledge types as mediators
between intangible capital and maintenance performance for
PSS. As well, it is not only the possession of intangible
capital yielding maintenance performance, but also the
influence of intangible capital on knowledge types. From a
practical standpoint this makes sense, as intangible capital
elements may be widely distributed in PSS networks and may
first have to result in valuable knowledge. From a theoretical
perspective, the mediation has been described as an
evolutionary process theory [24]. In line with this view, we
demonstrate that maintenance performance serves as the
output variable, intangible capital constitutes the input
variable in the model, and knowledge represents the process
component. This approach is consistent with the opinion that
intangible capital can be seen as the resource [25]. We
therefore hypothesize the following:

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Yaoguang Hu et al. / Procedia CIRP 30 (2015) 378 383

H3a: Explicit knowledge mediates the relationship

between human capital and maintenance performance.
H3b: Tacit knowledge mediates the relationship between
organizational capital and maintenance performance.
4. Methodology

distributors and service stations, representing a response rate

of 84%.
We took non-response bias test by comparing early (first
50) and late (last 50) respondents on the key variables utilized
in this study. Independent samples t tests yielded nonsignificant results (p>0.05), indicating non-response bias not
having a negative impact on the study findings.

4.1. Data collection and sample

4.2. Construct measures
The survey was conducted to verify the theoretical model
in a PSS network that was built based on a large agricultural
machinery manufacturing enterprise (core service provider),
three providers for intelligent terminal instruments and 1000
small- and medium-sized distributors and service stations
(service partners) in China. As the core service provider, the
agricultural machinery manufacturing enterprise offer the
operation monitoring, maintenance and repair for his
customers. Other service partners mainly provide the spare
parts and repair service based on the work order arranged by
the agricultural machinery manufacturing enterprise. We
chose those partners that maintenance records were more than
1000 from June 1th to 30th, 2012 in the database storing all the
service records for the PSS, which resulted in a subset of 200
firms. We applied this restriction to form the subset since it is
beneficial to enhance key informant quality. The overall
survey was administered, with a questionnaire approach
designed to collect data for testing the validity of the model
and research hypotheses. The questionnaire included the
research background information and measure variables
consisting of human capital, organizational capital, explicit
knowledge and tacit knowledge, and maintenance
performance. With the core service provider supporting, we
conducted the survey and obtained 168 useable and complete
survey responses, including the core service provider, three
providers for intelligent terminal instruments, and 164

Based on established scales, measures were refined in

pretests relating practitioners and academics. For each
measurement item, respondents were asked to indicate their
degree of agreement upon a five-point Likert scale ranging
from 1 (strongly disagree) to 5 (strongly agree). All
measurement items are listed in Table 1.
Measurement items for intangible capital were adapted
from Griffith and Lusch [26]. We categorized intangible
capital into human capital and organizational capital. Human
capital shows the level of knowledge and skills residing in the
minds of the managers and employees [12,27]. We used the
five measurement items [27] to assess the degree of
employees skills, considered the best in the industry, creative
and bright, experts in their jobs, and able to develop new
ideas and knowledge. Organizational capital indicates to the
level of institutionalized knowledge and codified experience
embodied in the organization-level repository [12]. We
adopted four measurement items as indices to determine
organizational capital [27]. Explicit knowledge measures
were adopted to the PSS maintenance and service context
from items developed by Bresman et al. [28]. For tacit
knowledge, measurements items used in Simonin [29] were
adopted to the PSS maintenance and service context.
Maintenance performance items were drawn from Goffin and
Koners [23], which utilized the common theme of the ability
to improve PSS.

Table 1. Measurement items and results of confirmatory factor analysis of measures.

Constructs

Human Capital

Organizational
Capital

Explicit
Knowledge

Measurement Items

Observed
Variables

Factor
loadings

The employees implementing maintenance in the PSS networks have many

business skills

HC1

0.672




The employees implementing maintenance in the PSS networks have many

business abilities

HC2

0.749

The employees implementing maintenance in the PSS networks have a great deal
of business education and training

HC3

0.630





The employees implementing maintenance in the PSS networks have a great deal
of business expertise

HC4

0.651

658



The employees implementing maintenance in the PSS networks know a great deal
about the way the maintenance service does things

OC1

0.696

The employees implementing maintenance in the PSS networks have a great

understanding of our maintenances policies

OC2

0.749

424



The employees implementing maintenance in the PSS networks know a great deal
about the practices and procedures of our maintenance

OC3

0.720





The employees implementing maintenance in the PSS networks have a great

understanding of the way our maintenance operate

OC4

0.759





The maintenance knowledge in our PSS networks is easily documented

EK1

0.626

 



New employees in our PSS networks could easily learn their entire job from work
manuals

EK2

0.732

t-value


Cronbachs
Alpha
0.819

0.833

0.777

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Yaoguang Hu et al. / Procedia CIRP 30 (2015) 378 383

Tacit
Knowledge

Maintenance
Performance



A competitor would have little difficulty copying the routines and processes used
in our PSS networks because they are straightforward and easily documented

EK3

0.718



The maintenance knowledge in our PSS networks can only be learned through
first-hand experience

TK1

0.676



New employees in our PSS networks could only learn their job by first hand
experience

TK2

0.764

The knowledge used in our PSS networks is highly complex and can only be
gained through first hand experiences

TK3

0.795



Working with PSS partners, we have developed processes for reusing feedback
from experience

MP1

0.754



Working with PSS partners, we have developed processes for using knowledge in
the development of new maintenance solutions

MP2

0.703

 



Working with PSS partners, we have developed processes for using knowledge to
solve new problems

MP3

0.738

Working with PSS partners, we have developed processes for converting

knowledge into the design of new maintenance services

MP4

0.696

 





0.779



0.836



Significance (two-tailed) at the 0.001 level.

5. Results
The validity and reliability of the constructs were assessed
based on recommendations by Anderson and Gerbing [30].
Confirmatory factor analysis (CFA) was conducted to
confirm the reliability, convergent validity and discriminant
validity. The reliability of the constructs was verified through
the Cronbachs Alpha, ranging from 0.777 to 0.836. Here, a
Cronbachs Alpha0.6 is valid in our study. Convergent
validity can be estimated by looking at the item loadings. The
factor loadings are shown in Table 1 for each construct. All
of the standardized item loadings were well above the cutoff
of 0.50 [30], supporting convergent validity. The square roots
of the AVEs are larger than the correlations among the
constructs, indicating the sufficient discriminant validity of
the constructs.
The fit indices are criteria for assessing the appropriateness of a structural equation model. Based on the research of
Hu et al. [17], this study organized and used the following
indicators as the fitness criteria: Chi-square/degrees of
freedom ratio (2/DF); comparative fit index (CFI); goodness
of fit index (GFI); incremental fit index (IFI); Tucker Lewis
index (TLI) and root mean square error of approximation
(RMSEA) at 95% confidence level. Overall, the fit statistics
for this structural model were adequate (2/DF=

242.484/127=1.909; CFI=0.933; GFI=0.852; IFI=0.934;
TLI=0.919; RMSEA=0.075).
Table 2 shows the results of hypotheses testing and
confirms that all the path coefficient values are positive; in
other words, all the t-values of the variables are statistically
significant at p<0.05. Thus, the structural model supports all
six hypotheses of the proposed model.
H3a proposed the mediating role of explicit knowledge in the
relationship between human capital and maintenance
performance for PSS, and H3b demonstrated for the
mediating role of tacit knowledge in the relationship between
organizational capital and maintenance performance for PSS.
We tested both two hypotheses by the addition of two direct
paths from human capital and organizational capital to
maintenance performance for PSS. The path coefficients
linking human capital and organizational capital to

maintenance performance for PSS were non-significant, when

the mediators were present with the same data fitting this
model. We performed the Sobel test [31], which identified the
mediating role of explicit knowledge in the relationship
between human capital and maintenance performance for PSS
(Sobel test statistic=2.998, p<0.01), and the mediating role of
tacit knowledge in the relationship between organizational
capital and maintenance performance for PSS (Sobel test
statistic=2.970, p<00.1). Overall, these results provide
support for H3a and H3b.
Table 2. Results of hypothesis testing.
Hypothesis

Point
estimate

t-value

Hypothesis
support

H1a: Human CapitalExplicit

Knowledge

0.780

8.480



Yes

H1b: Human CapitalTacit

Knowledge

0.254

4.413



Yes

H1c: Organizational CapitalExplicit

Knowledge

0.530

5.627



Yes

H1d: Organizational CapitalTacit

Knowledge

0.645

5.992



Yes

H2a: Explicit
KnowledgeMaintenance Performance

0.614

3.503



Yes

H2b: Tacit KnowledgeMaintenance

Performance

0.849

5.019



Yes



Significance (two-tailed) at the 0.001 level.

6. Conclusion and Outlook

This study exposed intangible capital and knowledge
furthering the development of maintenance competence
within the context of a PSS network. We demonstrate that
knowledge as a mediator through which human and
organizational capital benefit maintenance performance. The
first contribution lies in the transformation of intangible
capital into knowledge types and eventually maintenance
performance, which lead to the development of a conceptual
model that would explain the interrelationships among
intangible capital and maintenance performance for PSS. The
findings are of significance given the increasing importance

Yaoguang Hu et al. / Procedia CIRP 30 (2015) 378 383

of maintenance services for a firms competitive advantage

within context of PSS networks.
Furthermore, based on the knowledge-based view, this
study presented a conceptual model and hypothesized the
mediating role of knowledge in the relation among human
capital, organizational capital, and maintenance performance,
which forms our second contribution. By establishing these
important links, this study demonstrates that human and
organizational capital positively influences maintenance
performance through knowledge mediating.
Future research should explore the interaction of the two
types of knowledge, including explicit knowledge and tacit
knowledge, to examine the influences to the maintenance
performance. Moreover, Iung et al. [32] demonstrated the
impact of technology capability as an influential moderator
on the link between maintenance service and performance
improvement. It is our hope that the technology capability
will moderate the effect of both explicit and tacit knowledge
on maintenance performance in PSS networks.
Acknowledgements
This research is supported by the National High-Tech.
R&D Program, China (Project No. 2013AA040402). We are
thankful to all the respondents in the chosen research
institutions who took part in the survey.
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