Our aim is to describe and explain how digitization can enable servitization for manufacturers.• We perform a multiple-case study at four manufacturing companies that have developed and exploited digital means for service infusion.• Three pathways for digitally-enabled servitization are identified: industrial servitization, commercial servitization and value servitization.• Dynamic resource configurations are assigned to overcome barriers specific to each pathway.• Competitive benefits include expansion of market reach and further integration into customers' processes.
This paper develops a soft power model to enable non-elite institutional entrepreneurs to fundamentally reshape their field. Based on a Judo strategy framework, this model integrates previously suggested soft power tactics into a coherent set of principles. More specifically, it explains how previous soft power insights adhere to underlying principles of movement, balance and leverage. Structured according to these principles, this paper theorizes how soft power strategies can be a sufficient condition to overcome the embedded agency and mobilization problems of collective institutional entrepreneurship. The applicability is furthermore illustrated with a case of an institutional entrepreneurship initiative in the Dutch electrotechnical installation industry. As such, the paper informs an undertheorized scenario of institutional entrepreneurship which we argue is more relevant for business markets than hard power approaches.1 Although there is debate as to whether (non-)punitive power includes reward power as well, here it is only used to emphasize that the challenger uses power (coercive merely as an inducement rather than a punishment.
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