Transformational shifts through digital servitization

Bård Tronvoll, Alexey Sklyar, David Sörhammar, Christian Kowalkowski

Research output: Contribution to journalArticleScientificpeer-review

229 Citations (Scopus)


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 languageEnglish
Peer-reviewed scientific journalIndustrial Marketing Management
Pages (from-to)293-305
Number of pages13
Publication statusPublished - 10.02.2020
MoE publication typeA1 Journal article - refereed


  • 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


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