Abstract
Manufacturers increasingly look to digitalization to drive service growth. However, success is far from guaranteed, and many firms focus too much on technology. Adopting a discovery-oriented, theories-in-use approach, this study examines the strategic organizational shifts that underpin digital servitization. Notwithstanding strong managerial and academic interest, this link between digitalization and servitization is still under-investigated. Depth interviews with senior executives and managers from a global market leader revealed that to achieve digital service-led growth, a firm and its network need to make three interconnected shifts: (1) from planning to discovery, (2) from scarcity to abundance, and (3) from hierarchy to partnership. Organizational identity, dematerialization, and collaboration play a key role in this transformation. For managers, the study identifies a comprehensive set of strategic change initiatives needed to ensure successful digital servitization.
| Original language | English |
|---|---|
| Peer-reviewed scientific journal | Industrial Marketing Management |
| Volume | 89 |
| Pages (from-to) | 293-305 |
| Number of pages | 13 |
| ISSN | 0019-8501 |
| DOIs | |
| Publication status | Published - 10.02.2020 |
| MoE publication type | A1 Journal article - refereed |
Keywords
- 512 Business and Management
- Digital servitization
- Digital transformation
- Organizational culture
- Agile mindset
- Data-centric business model
- Big data monetization
Areas of Strength and Areas of High Potential (AoS and AoHP)
- AoS: Competition economics and service strategy - Service and customer-oriented management
