This paper aims to identify the dynamic capabilities required for electrical energy service providers to transform toward a digital and platform-based business models in the context of the current energy transition. The paper contributes to two fields: Information systems in the domain of platforms ecosystems and digital services innovation through the usage of dynamic capabilities theoretical lens and the field of energy informatics in the domain of digital business models and service innovation. Through the case study approach we investigate the case of Norwegian electrical energy provider TrønderEnergi and how the company is moving toward a fully digital business model and how the company build the dynamic capabilities required for the digitalization era. Through semi-structured interviews, the study managed to identify several activities related to each capability and then classified these activities under three main activities, which are: sensing, seizing, and transforming, and then classified them into sub-capabilities and identified activities related to each sup capability. The paper concludes with managerial implications for practitioners and initiates an empirical extension for the dynamic capabilities theoretical lens.
This paper aims to identify and classify the challenges and issues faced by the energy sector in digitizing distributed energy operation and services using digital platforms. It contributes to two fields: information systems (IS) in the domain of platforms ecosystems and digital services innovation and the field of energy informatics in the domain of digital business models and service innovation. Through a systematic literature review, we investigate current research on digitalization and digital platforms in the context of electrical energy services and identify challenges and areas for future research. The key challenges are then classified into two categories, each with three subcategories: Architectural challenges, including aspects of design, ecosystem management, and agility and openness; and business and regulatory challenges, including contracts and relationship management, business models, and standards. The main limitation of this study is that it does not focus on a specific geographic domain, which means that the results are somewhat general and may not be applicable to certain countries or regions. The paper concludes with recommendations for future research directions in the digitalization and platformization of the energy sector in all six-sub-areas.
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