Analysis of the Factors Affecting China’s Manufacturing Servitization from the Perspective of the Ecological Environment
Abstract
:1. Introduction
2. Analysis of the Factors Influencing MS
2.1. DPSIR Model
2.2. Construction of the EIS Based on DPSIR Model
2.2.1. Driving Force (D) Analysis
2.2.2. Pressure (P) Analysis
2.2.3. State (S) Analysis
2.2.4. Impact (I) Analysis
2.2.5. Response (R) Analysis
3. Methods and Processing
3.1. DEMATEL–ISM Method
3.2. Data Collection
3.2.1. Calculation of Comprehensive IM
3.2.2. Calculation of Reachability Matrix
4. Results and Discussion
4.1. Analysis of Results
4.1.1. Impact Level Analysis
4.1.2. Impact Path Analysis
4.2. Policy Discussion
- (1)
- Address the technical aspects of training and introduction. The Chinese government has always attached great importance to the cultivation and introduction of talent. The 20th National Congress of the Communist Party of China put forward a strategy of strengthening the country with talent, fully affirming the importance of talent for the development of the country and enterprises. Talent is not only the foundation of enterprise development but also an important driving force for MS. In the process of promoting MS, increasing the introduction and training of talented individuals can comprehensively improve the innovation ability of the MI, promote knowledge sharing and transfer, produce significant benefits of technology diffusion and knowledge spillover, and promote the creation of EBs of MS;
- (2)
- Improve manufacturing input intensity. This is conducive to giving full play to the EBs of MS. At present, China’s MI is facing new problems and challenges, such as increased uncertainty in the international market, rising costs of domestic production factors, and tightening constraints on resources and the environment. Increasing manufacturing input intensity can not only encourage the MI to climb to both ends of the value chain and increase its added value but also reduce energy dependence and environmental pollution. Therefore, improving manufacturing input intensity is an inevitable requirement for the development of the MI and an important way to build an ecological civilization;
- (3)
- Increase the proportion of clean energy consumption and optimize the energy structure. China’s MI is an energy-intensive industry, and fossil energy is its main energy source. With the approaching national carbon peak and carbon-neutral target period, fossil energy consumption in the MI has become the main object of national concern. Therefore, in the process of MS, adhering to a clean and low-carbon orientation and accelerating the green and low-carbon transformation of energy is an important direction to fully capture the advantages of the EBs of MS as soon as possible;
- (4)
- Leverage the dual-driven “technology and business” model to accelerate MS. According to the results of hierarchical structure analysis, MS can be realized in two ways: technology-driven and business-driven. In promoting the servitization process of China’s MI, technological innovation can promote the MI and service industry to innovate production modes, business modes, and organization modes and produce environmental benefits. Similarly, more service factors in the MI can not only provide power for technological innovation but also play a positive role in energy conservation and emission reduction. Therefore, to speed up the realization of MS, technology-driven and business-driven modes need to operate together.
5. Conclusions
- (1)
- In terms of the degree of impact, the factors affecting the EBs of MS can be divided into five different levels. The most important factor (Level 5) is the proportion of R&D personnel. Level 4 includes the proportion of clean energy. Level 3 is the proportion of service revenue and growth rate of industrial added value. Level 2 harbors the proportion of high-tech MI, pollutant emission compliance rate, and proportion of R&D expenditure. Level 1 includes energy consumption intensity, pollutant emission intensity, the proportion of training expenditure, and the proportion of environmental governance investment.
- (2)
- According to the transmission mechanism of the factors, we propose two main methods to realize the EBs of MS from the external and internal driving mechanisms, aiming to jointly promote the realization of the EBs of MS through internal and external linkages.
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
Appendix A
Factor | Code | Description | |
---|---|---|---|
Driving force (D) | Proportion of service revenue | F1 | Proportion of revenue from services provided by MI in total revenue |
Growth rate of industrial added value | F2 | Annual growth rate of industrial added value | |
Proportion of the high-tech MI | F3 | Proportion of the output value of high-tech industry in the total output value of MI | |
Pressure (P) | Energy consumption intensity | F4 | Energy consumption per unit of industrial added value |
Pollutant emission intensity | F5 | Pollutant emissions per unit of industrial added value | |
State (S) | Proportion of R&D personnel | F6 | Ratio of the number of R&D personnel to the total number of manufacturing personnel |
Input intensity | F7 | Proportion of manufacturing service investment in total manufacturing investment | |
Proportion of clean energy | F8 | Proportion of clean energy in total energy consumption | |
Impact (I) | Pollutant emission compliance rate | F9 | Ratio of pollutant emission to total emission |
Response (R) | Proportion of R&D expenditure | F10 | Proportion of R&D expenditure in total industrial output value |
Proportion of training expenditure | F11 | Proportion of training funds invested by MI in the total investment | |
Proportion of environmental governance investment | F12 | Proportion of environmental governance investment in total output value of MI |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 4 | 5 | 5 | 9 | 6 | 10 | 4 | 6 | 9 | 8 | 4 |
F2 | 1 | 0 | 8 | 8 | 6 | 8 | 2 | 0 | 2 | 8 | 6 | 4 |
F3 | 8 | 7 | 0 | 8 | 6 | 6 | 7 | 8 | 5 | 6 | 6 | 4 |
F4 | 0 | 0 | 4 | 0 | 10 | 0 | 2 | 9 | 10 | 3 | 0 | 5 |
F5 | 0 | 0 | 3 | 10 | 0 | 4 | 2 | 9 | 0 | 4 | 4 | 8 |
F6 | 8 | 5 | 6 | 3 | 0 | 0 | 6 | 5 | 4 | 10 | 8 | 4 |
F7 | 8 | 3 | 3 | 5 | 5 | 8 | 0 | 0 | 4 | 6 | 6 | 3 |
F8 | 4 | 0 | 5 | 10 | 10 | 8 | 2 | 0 | 9 | 8 | 6 | 8 |
F9 | 0 | 0 | 2 | 9 | 0 | 5 | 0 | 9 | 0 | 4 | 2 | 9 |
F10 | 8 | 4 | 8 | 6 | 6 | 10 | 8 | 4 | 6 | 0 | 2 | 6 |
F11 | 8 | 2 | 4 | 6 | 4 | 6 | 8 | 2 | 2 | 6 | 0 | 0 |
F12 | 2 | 1 | 0 | 8 | 8 | 6 | 2 | 6 | 9 | 4 | 1 | 0 |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 7 | 3 | 8 | 5 | 5 | 5 | 2 | 2 | 3 | 3 | 8 |
F2 | 6 | 0 | 7 | 3 | 3 | 2 | 5 | 3 | 3 | 2 | 3 | 3 |
F3 | 6 | 5 | 0 | 2 | 3 | 3 | 2 | 3 | 3 | 6 | 4 | 4 |
F4 | 2 | 4 | 5 | 0 | 3 | 2 | 2 | 2 | 2 | 3 | 4 | 4 |
F5 | 4 | 3 | 5 | 3 | 0 | 3 | 2 | 2 | 6 | 4 | 3 | 3 |
F6 | 8 | 3 | 5 | 2 | 2 | 0 | 3 | 3 | 2 | 9 | 3 | 4 |
F7 | 6 | 6 | 6 | 3 | 3 | 3 | 0 | 2 | 2 | 4 | 2 | 3 |
F8 | 4 | 3 | 4 | 6 | 9 | 3 | 3 | 0 | 3 | 5 | 2 | 6 |
F9 | 3 | 2 | 4 | 3 | 3 | 3 | 6 | 3 | 0 | 4 | 2 | 2 |
F10 | 8 | 4 | 6 | 4 | 2 | 6 | 2 | 4 | 3 | 0 | 3 | 4 |
F11 | 5 | 2 | 6 | 3 | 2 | 3 | 2 | 3 | 3 | 4 | 0 | 4 |
F12 | 3 | 2 | 6 | 5 | 4 | 2 | 6 | 2 | 4 | 4 | 2 | 0 |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 2.5 | 4 | 2 | 2 | 3 | 8 | 2 | 2 | 5 | 2 | 5 |
F2 | 5 | 0 | 8 | 5 | 3 | 2 | 5 | 3 | 3 | 5 | 3 | 3 |
F3 | 8 | 8 | 0 | 3 | 3 | 3 | 2 | 8 | 3 | 5 | 5 | 5 |
F4 | 1 | 5 | 5 | 0 | 4 | 1 | 2 | 8 | 3 | 5 | 4 | 4 |
F5 | 2 | 3 | 5 | 4 | 0 | 2 | 2 | 9 | 8 | 3 | 3 | 8 |
F6 | 5 | 2 | 3 | 1 | 2 | 0 | 3 | 3 | 2 | 8 | 5 | 3 |
F7 | 8 | 5 | 6 | 2 | 2 | 3 | 0 | 3 | 2 | 7 | 2 | 2 |
F8 | 2 | 3 | 4 | 8 | 8 | 3 | 8 | 0 | 3 | 5 | 4 | 3 |
F9 | 2 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 0 | 3 | 2 | 5 |
F10 | 8 | 5 | 5 | 5 | 2 | 6 | 5 | 5 | 3 | 0 | 5 | 4 |
F11 | 4 | 3 | 5 | 4 | 3 | 5 | 2 | 4 | 2 | 5 | 0 | 2 |
F12 | 2 | 3 | 5 | 4 | 5 | 3 | 2 | 6 | 5 | 4 | 2 | 0 |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 3 | 3 | 5 | 5 | 2 | 7 | 5 | 6 | 4 | 3 | 6 |
F2 | 1 | 0 | 7 | 3 | 5 | 2 | 3 | 1 | 3 | 1 | 1 | 3 |
F3 | 7 | 8 | 0 | 8 | 1 | 8 | 1 | 5 | 6 | 6 | 7 | 1 |
F4 | 4 | 8 | 7 | 0 | 8 | 1 | 5 | 7 | 9 | 9 | 1 | 8 |
F5 | 4 | 5 | 6 | 7 | 0 | 1 | 2 | 8 | 7 | 1 | 1 | 7 |
F6 | 6 | 9 | 8 | 1 | 1 | 0 | 3 | 1 | 1 | 6 | 8 | 1 |
F7 | 7 | 6 | 7 | 1 | 5 | 1 | 0 | 4 | 7 | 5 | 5 | 8 |
F8 | 3 | 8 | 8 | 9 | 9 | 1 | 1 | 0 | 9 | 4 | 0 | 8 |
F9 | 3 | 5 | 5 | 2 | 8 | 6 | 5 | 8 | 0 | 3 | 8 | 6 |
F10 | 6 | 8 | 6 | 6 | 1 | 8 | 7 | 1 | 0 | 0 | 7 | 0 |
F11 | 5 | 3 | 2 | 0 | 1 | 0 | 0 | 5 | 0 | 0 | 0 | 0 |
F12 | 3 | 5 | 6 | 2 | 8 | 5 | 4 | 8 | 6 | 3 | 7 | 0 |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 2.5 | 5 | 2.5 | 2.5 | 3 | 8 | 2.5 | 2.5 | 5 | 5 | 2.5 |
F2 | 4 | 0 | 7.5 | 7.5 | 2.5 | 5 | 2.5 | 5 | 7.5 | 7.5 | 2.5 | 2.5 |
F3 | 8 | 7.5 | 0 | 7.5 | 7.5 | 8 | 0 | 7.5 | 7.5 | 8 | 2.5 | 2.5 |
F4 | 2.5 | 7.5 | 6 | 0 | 10 | 2.5 | 5 | 8 | 7.5 | 10 | 2.5 | 5 |
F5 | 2.5 | 2.5 | 7.5 | 10 | 0 | 0 | 2.5 | 8 | 0 | 0 | 0 | 7.5 |
F6 | 5 | 5 | 8 | 2.5 | 0 | 0 | 0 | 5 | 0 | 7.5 | 5 | 0 |
F7 | 8 | 2.5 | 0 | 0 | 2.5 | 0 | 0 | 0 | 0 | 0 | 5 | 0 |
F8 | 2.5 | 2 | 5 | 9 | 2.5 | 2 | 0 | 0 | 10 | 2.5 | 0 | 5 |
F9 | 2.5 | 7.5 | 7.5 | 7.5 | 0 | 0 | 0 | 10 | 0 | 0 | 0 | 10 |
F10 | 5 | 7.5 | 10 | 2.5 | 0 | 7.5 | 0 | 6 | 0 | 0 | 2.5 | 0 |
F11 | 4 | 2.5 | 2.5 | 2.5 | 0 | 5 | 5 | 0 | 0 | 2.5 | 0 | 0 |
F12 | 2.5 | 2.5 | 2.5 | 5 | 7.5 | 0 | 0 | 10 | 10 | 0 | 0 | 0 |
Expert | Designation | Field | Experience Experts’ Information (yrs) |
---|---|---|---|
Expert 1 (Qing Yang) | Production manager | Production management | 13 |
Expert 2 (Pengtao Liu) | Director of production department | Organization and arrangement of production | 20 |
Expert 3 (Guoan Liu) | Senior executive | Business process reengineering | 11 |
Expert 4 (Shujiao Yi) | Information manager | Lean management | 18 |
Expert 5 (Meixiang Wu) | Professor | Sustainable development | 25 |
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Factors | Code | Supporting Literatures | |
---|---|---|---|
Driving force (D) | Proportion of service revenue | F1 | Liu and Li [31], Liu [32] |
Growth rate of industrial added value | F2 | Wang and Zhang [33], Shi and Tong [34], Yang and Huang [35] | |
Proportion of the high-tech MI | F3 | Yang and Huang [35] | |
Pressure (P) | Energy consumption intensity | F4 | Wang and Zhang [33], Shi and Tong [34] |
Pollutant emission intensity | F5 | Shi and Tong [34], Yang and Huang [35] | |
State (S) | Proportion of R&D personnel | F6 | Shi and Tong [34] |
Input intensity | F7 | Liu [32] | |
Proportion of clean energy | F8 | Shi and Tong [34] | |
Impact (I) | Pollutant emission compliance rate | F9 | Wang and Zhang [33] |
Response (R) | Proportion of R&D expenditure | F10 | Yang and Huang [35] |
Proportion of training funds | F11 | Yang and Huang [35] | |
Proportion of environmental governance investment | F12 | Shi and Tong [34], Jiao et al. [36] |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0 | 3.8 | 4 | 4.5 | 4.7 | 3.8 | 7.6 | 3.1 | 4.1 | 5.2 | 4.2 | 5.1 |
F2 | 3.4 | 0 | 7.5 | 5.3 | 3.9 | 3.8 | 3.5 | 2.4 | 3.7 | 4.7 | 3.1 | 3.1 |
F3 | 7.4 | 7.1 | 0 | 5.7 | 4.1 | 5.6 | 2.4 | 5.5 | 5.1 | 6.2 | 4.9 | 3.3 |
F4 | 1.9 | 4.9 | 5.4 | 0 | 7 | 1.3 | 3.2 | 5.7 | 6.5 | 6 | 2.3 | 5.2 |
F5 | 2.5 | 2.7 | 5.3 | 6.8 | 0 | 2 | 2.1 | 4.1 | 7.6 | 2.4 | 2.2 | 6.7 |
F6 | 6.4 | 4.8 | 6 | 1.9 | 1 | 0 | 3 | 2 | 1.8 | 8.1 | 5.8 | 2.4 |
F7 | 7.4 | 4.5 | 4.4 | 2.2 | 3.5 | 3 | 0 | 1.2 | 3.2 | 4.4 | 4 | 3.2 |
F8 | 3.1 | 3.2 | 5.2 | 8.4 | 7.7 | 3.4 | 2.8 | 0 | 9.8 | 4.9 | 2.4 | 6 |
F9 | 2.1 | 3.5 | 4.5 | 4.9 | 6.8 | 3 | 2.6 | 6.6 | 0 | 2.8 | 2.8 | 6.4 |
F10 | 7 | 5.7 | 7 | 4.7 | 2.2 | 7.5 | 4.4 | 3.3 | 6 | 0 | 3.9 | 2.8 |
F11 | 5.2 | 2.5 | 3.9 | 3.1 | 2 | 3.8 | 3.4 | 2.4 | 2.6 | 3.5 | 0 | 1.2 |
F12 | 2.5 | 2.7 | 3.9 | 4.8 | 6.5 | 3.2 | 6.4 | 4.6 | 1.4 | 3 | 2.4 | 0 |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 0.35 | 0.39 | 0.47 | 0.44 | 4.7 | 0.36 | 0.39 | 0.43 | 0.45 | 0.45 | 0.34 | 0.42 |
F2 | 0.37 | 0.31 | 0.49 | 0.44 | 0.40 | 0.33 | 0.31 | 0.39 | 0.41 | 0.41 | 0.30 | 0.36 |
F3 | 0.52 | 0.50 | 0.48 | 0.54 | 0.49 | 0.44 | 0.36 | 0.55 | 0.53 | 0.53 | 0.40 | 0.45 |
F4 | 0.39 | 0.42 | 0.51 | 0.41 | 0.50 | 0.33 | 0.33 | 0.51 | 0.51 | 0.47 | 0.32 | 0.44 |
F5 | 0.37 | 0.37 | 0.48 | 0.49 | 0.37 | 0.32 | 0.30 | 0.50 | 0.50 | 0.40 | 0.30 | 0.44 |
F6 | 0.43 | 0.38 | 0.47 | 0.38 | 0.34 | 0.28 | 0.31 | 0.40 | 0.38 | 0.46 | 0.35 | 0.34 |
F7 | 0.41 | 0.35 | 0.41 | 0.36 | 0.36 | 0.30 | 0.24 | 0.35 | 0.35 | 0.38 | 0.30 | 0.34 |
F8 | 0.44 | 0.43 | 0.55 | 0.58 | 0.55 | 0.39 | 0.36 | 0.46 | 0.46 | 0.50 | 0.35 | 0.49 |
F9 | 0.36 | 0.37 | 0.47 | 0.46 | 0.47 | 0.33 | 0.30 | 0.50 | 0.50 | 0.40 | 0.31 | 0.43 |
F10 | 0.50 | 0.46 | 0.56 | 0.50 | 0.44 | 0.45 | 0.38 | 0.49 | 0.49 | 0.41 | 0.37 | 0.42 |
F11 | 0.33 | 0.28 | 0.35 | 0.32 | 0.29 | 0.27 | 0.25 | 0.31 | 0.31 | 0.32 | 0.20 | 0.26 |
F12 | 0.32 | 0.32 | 0.40 | 0.40 | 0.41 | 0.29 | 0.27 | 0.42 | 0.35 | 0.35 | 0.26 | 0.28 |
Code | Di | Qi | Pi | Ei | Category |
---|---|---|---|---|---|
F1 | 4.93 (5) | 4.78 (7) | 9.71 (7) | 0.149 (5) | Net cause |
F2 | 4.53 (8) | 4.59 (9) | 9.11 (8) | −0.062 (7) | Net effect |
F3 | 5.78 (1) | 5.64 (1) | 11.42 (1) | 0.146 (6) | Net cause |
F4 | 5.13 (4) | 5.33 (2) | 10.46 (4) | −0.191 (8) | Net effect |
F5 | 4.51 (9) | 4.09 (10) | 8.60 (10) | 0.427 (1) | Net cause |
F6 | 4.83 (6) | 5.05 (6) | 9.89 (6) | −0.22 (9) | Net effect |
F7 | 4.17 (10) | 3.80 (12) | 7.97 (11) | 0.375 (4) | Net cause |
F8 | 5.69 (2) | 5.32 (3) | 11.01 (2) | 0.376 (3) | Net cause |
F9 | 4.78 (7) | 5.31 (4) | 10.09 (5) | −0.535 (11) | Net effect |
F10 | 5.50 (3) | 5.07 (5) | 10.57 (3) | 0.426 (2) | Net cause |
F11 | 3.49 (12) | 3.80 (11) | 72.9 (12) | −0.583 (10) | Net effect |
F12 | 4.08 (11) | 4.67 (8) | 8.74 (9) | −0.72 (12) | Net effect |
Code | F1 | F2 | F3 | F4 | F5 | F6 | F7 | F8 | F9 | F10 | F11 | F12 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
F1 | 1 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 0 | 1 |
F2 | 0 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 1 | 0 | 0 |
F3 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 1 |
F4 | 0 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 0 | 1 |
F5 | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 0 | 1 |
F6 | 1 | 0 | 1 | 0 | 0 | 1 | 0 | 1 | 0 | 1 | 0 | 0 |
F7 | 1 | 0 | 1 | 0 | 0 | 0 | 1 | 1 | 0 | 0 | 0 | 0 |
F8 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 1 | 1 | 0 | 1 |
F9 | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 0 | 1 |
F10 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 |
F11 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 |
F12 | 0 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 0 | 1 |
Factors | Reachability Set | Antecedent Set | Intersection Set | Level |
---|---|---|---|---|
Iteration 1 | ||||
1 | 1, 3, 4, 6, 8, 9, 10, 12 | 1, 3, 5, 7, 8, 10 | 3, 8, 10 | |
F2 | 2, 3, 4, 6, 9, 10 | 2, 3, 4, 8, 10 | 2, 3, 4, 10 | |
F3 | 1, 2, 3, 4, 5, 6, 8, 9, 10, 11, 12 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12 | 1, 2, 3, 4, 5, 6, 8, 9, 10, 12 | |
F4 | 2, 3, 4, 6, 8, 9, 10, 12 | 1, 2, 3, 4, 6, 8, 9, 10, 12 | 2, 3, 4, 6, 8, 9, 10, 12 | 1 |
F5 | 3, 4, 6, 8, 9, 10, 12 | 1, 2, 3, 4, 6, 8, 9, 10, 12 | 3, 4, 6, 8, 9, 10, 12 | 1 |
F6 | 1, 3, 5, 8, 10 | 3, 5, 10 | 3, 5, 10 | |
F7 | 1, 3, 7 | 7 | 7 | |
F8 | 1, 2, 3, 4, 6, 8, 9, 10, 12 | 1, 3, 4, 5, 6, 8, 9, 10, 12 | 1, 3, 4, 6, 8, 9, 10, 12 | |
F9 | 3, 4, 6, 8, 9, 10, 12 | 1, 2, 3, 4, 6, 8, 9, 10 | 3, 4, 6, 8, 9, 10 | |
F10 | 1, 2, 3, 4, 5, 6, 8, 9, 10, 12 | 1, 2, 3, 4, 5, 6, 8, 9, 10 | 2, 3, 4, 6, 8, 9, 10 | |
F11 | 11 | 3, 11 | 1, 2, 3, 5, 8, 9, 10 | 1 |
F12 | 3, 4, 6, 8, 12 | 1, 3, 4, 6, 8, 9, 10, 12 | 3, 4, 6, 8, 12 | 1 |
Iteration 2 | ||||
F1 | 1, 3, 8, 9, 10 | 1, 3, 5, 7, 8, 10 | 1, 3, 8, 10 | |
F2 | 2, 3, 9, 10 | 2, 3, 8, 10 | 2, 3, 10 | 2 |
F3 | 1, 2, 3, 5, 8, 9, 10 | 1, 3, 5, 8, 9, 10 | 1, 3, 8, 9, 10 | |
F6 | 1, 3, 5, 8, 10 | 3, 5, 10 | 3, 5, 10 | |
F7 | 1, 3, 7 | 7 | 7 | |
F8 | 1, 2, 3, 8, 9, 10 | 1, 3, 8, 9, 10 | 1, 3, 8, 9, 10 | |
F9 | 3, 8, 9, 10 | , 2, 3, 8, 9, 10 | 3, 8, 9, 10 | |
F10 | 1, 2, 3, 5, 8, 9, 10 | 1, 2, 3, 5, 8, 9, 10 | 1, 2, 3, 5, 8, 9, 10 | 2 |
Iteration 3 | ||||
F1 | 1, 8 | 1, 5, 7, 8 | 1, 8 | 3 |
F2 | 2 | 2, 8 | 2 | 3 |
F6 | 1, 5, 8 | 5 | 5 | |
F7 | 1, 7 | 7 | 7 | 3 |
F8 | 1, 2, 8 | 1, 5, 8 | 1, 8 | |
Iteration 4 | ||||
F6 | 5, 8 | 5 | 5 | |
F7 | 7 | 7 | 7 | 4 |
F8 | 8 | 5, 8 | 8 | 4 |
Iteration 5 | ||||
F6 | 5 | 5 | 5 | 5 |
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Li, H.; Chu, L.; Qin, X. Analysis of the Factors Affecting China’s Manufacturing Servitization from the Perspective of the Ecological Environment. Sustainability 2023, 15, 2934. https://doi.org/10.3390/su15042934
Li H, Chu L, Qin X. Analysis of the Factors Affecting China’s Manufacturing Servitization from the Perspective of the Ecological Environment. Sustainability. 2023; 15(4):2934. https://doi.org/10.3390/su15042934
Chicago/Turabian StyleLi, Hui, Lixia Chu, and Xiaoyi Qin. 2023. "Analysis of the Factors Affecting China’s Manufacturing Servitization from the Perspective of the Ecological Environment" Sustainability 15, no. 4: 2934. https://doi.org/10.3390/su15042934