Evaluating the Challenges and Barriers in S-D logic adoption in the Public Sector organization: The Case of Pakistan Railways

Abstract

This research looks into the issues and impediments of the implementation of Service-Dominant (S-D) Logic in Pakistan Railways from the point of view of customers, employees, and suppliers to reflect a whole supply chain view. S-D Logic shifts the focus from goods and transactions to service and value co-creation. Although Pakistan Railways operates as a traditional Logistics Service Provider (LSP), structural, cultural, and operational barriers limit its ability to implement S-D Logic. A qualitative case study design was utilized based on indepth interviews among the three most important groups of stakeholders: customers, workers, and suppliers to understand their views about service delivery and value co-creation. Findings document bureaucratic inertia, resource limitation, and a huge organizational structure that diminishes agility. Workers are resistant to change because of colonial-era HR practices, whereas customers and suppliers view relationships dyadically. Operational inefficiencies, delay, and inadequate coordination further impede adoption. The research suggests reorganization, technology investment, cultural change program, and enhanced operational coordination for value co-creation and service delivery throughout the supply chain.Service-Dominant Logic