Capabilities supporting digital servitization: A multi-actor perspective

Marcon, Érico; Marcon, Arthur; Ayala, Néstor Fabián; Frank, Alejandro Germán; Story, Vicky; Burton, Jamie; Raddats, Chris; Zolkiewski, Judy

doi:10.1016/j.indmarman.2022.03.003

Cited by 41 publications

(22 citation statements)

References 83 publications

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“…Digital transformation has promoted the transformation of business model and realized the deep integration of digitalization and servitization ( Favoretto et al, 2022 ). Using relationships to look at the relationship between prospective suppliers and customers ( Kamalaldin et al, 2020 ), and redefine the capabilities of service-oriented participants in the context of digital transformation ( Marcon et al, 2022 ). The above literature describes the impact of digital transformation on various aspects of enterprises, but there are few literatures on the driving factors of digital transformation.…”

Section: Discussionmentioning

confidence: 99%

Network embeddedness, digital transformation, and enterprise performance—The moderating effect of top managerial cognition

Fei

2023

Front. Psychol.

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Under the new background of the explosive growth of digital economy and the deep integration of real economy, how to improve the performance level through digital transformation has become the key for enterprises to achieve high-quality development. Based on the embeddedness theory and the upper echelons theory, this paper studies the logic and mechanism of network embeddedness affecting enterprise performance, in order to describe the pre-motivations and complete influencing paths of digital transformation affecting enterprise performance, and promote enterprises to achieve high-quality development by means of digital transformation. Taking the middle and senior managers of 239 enterprises as the research objects, this paper applies hierarchical regression, bootstrap and other analysis methods for empirical test, and draws the following conclusions: (1) Relational embeddedness and cognitive embeddedness have a positive impact on digital transformation, while structural embeddedness has no significant impact on digital transformation. (2) Digital transformation has a significant positive impact on enterprise performance. (3) Digital transformation plays a significant mediating role between relational embeddedness, cognitive embeddedness and enterprise performance. (4) In the context of top managerial cognition, cognitive embeddedness can better improve enterprise performance through digital transformation. These results extend the previous literature on digital transformation, proves that digital transformation has a positive effect on enterprise performance. Meanwhile, top managerial cognition is conducive to shaping the dynamic capability of enterprises, and thus plays an important moderating role in the influence path of digital transformation on enterprise performance. This study further affirms the important role of top managerial cognition, which is conducive to enriching enterprises’ digital practices and improving enterprise performance.

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Section: Discussionmentioning

confidence: 99%

Network embeddedness, digital transformation, and enterprise performance—The moderating effect of top managerial cognition

Fei

2023

Front. Psychol.

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“…, 2014; Müller et al. , 2021; Marcon et al. , 2022), a priori evaluations and planning are necessary to overcome the unprofitable period that reflects the “service paradox” and achieve the combination of excellence-driven servitisation and technology endowment that will benefit the SME (Brax et al.…”

Section: Discussionmentioning

confidence: 99%

“…However, to reduce the failure risk we recommend verifying in advance that the firm has the resources and capabilities needed to successfully redefine internal and external processes and, if necessary, the relations within the value chain. Since both servitisation and Industry 4.0 are resource-and skill-demanding processes (Zhang et al, 2022;Brax, 2005;Mourtzis et al, 2014;M€ uller et al, 2021;Marcon et al, 2022), a priori evaluations and planning are necessary to overcome the unprofitable period that reflects the "service paradox" and achieve the combination of excellence-driven servitisation and technology endowment that will benefit the SME (Brax et al, 2021;Kowalkowski et al, 2017b).…”

Section: Practical Implicationsmentioning

confidence: 99%

Servitisation and performance in the business-to-business context: the moderating role of Industry 4.0 technologies

Bortoluzzi

Chiarvesio

Romanello

et al. 2022

JMTM

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PurposeThis article aims to contribute to the digital servitisation literature by investigating the interrelations amongst Industry 4.0 technologies, servitisation and the performance of manufacturing small and medium-sized enterprises (SMEs).Design/methodology/approachThe research uses survey data drawn from 200 manufacturing SMEs operating in the metals and machinery sector in Italy.FindingsThe study shows that Industry 4.0 technologies – Internet of Things (IoT), advanced simulation, cloud computing and Big Data Analytics (BDA) – positively moderate the relationship between servitisation and the performance of SMEs.Research limitations/implicationsThe study supports the need for firm managers of manufacturing SMEs to align servitisation and technological investments, suggesting that the synergic deployment of Industry 4.0 technologies supports servitisation performance.Practical implicationsThe study supports the need for firm managers operating in business-to-business contexts to align their technological investments and servitisation strategies, suggesting that the synergic deployment of these Industry 4.0 technologies empower the effectiveness of servitisation strategies in terms of performance achieved.Originality/valueThe study highlights the moderating role played by specific Industry 4.0 technologies in the servitisation–performance relationship, opening avenues for future research exploring the mechanisms that underpin this complex relationship.

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“…Product–service system provisions are often characterized by value creation networks (Gebauer et al 2010 ; Marcon et al 2022 ; Oliva and Kallenberg 2003 ), meaning that apart from the equipment manufacturer, the customers whose products are to be serviced must be integrated into the service delivery process. Often, component manufacturers, system integrators, and third-party service providers are also involved (Marcon et al 2022 ). Therefore, efficient service delivery depends on the network participants’ ability to diffuse information and knowledge to achieve collaborative troubleshooting (Oliva and Kallenberg 2003 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…To this end, equipment manufacturers bundle their capital equipment products (e.g., machine tools, material handling systems, and valve technology) with maintenance services directed to their installed base (e.g., equipment installation, fault diagnosis, repair, overhaul, and application engineering optimization) to provide value to their customers, build revenue, and achieve profitability growth (Oliva and Kallenberg 2003 ; Wise and Baumgartner 1999 ). The key quality requirements for such product–service systems are accessibility, locality, and responsiveness of services—i.e., customers expect very short response times to equipment failures (Biehl et al 2004 ; Marcon et al 2022 ; Toossi et al 2013 ). This especially holds true for failures causing downtime in equipment as their unavailability creates huge opportunity costs for customers.…”

Section: Introductionmentioning

confidence: 99%

Development of an augmented reality remote maintenance adoption model through qualitative analysis of success factors

2023

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In recent decades, engineering manufacturers have increasingly adopted servitization strategies, making efficient maintenance service delivery a key corporate activity for revenue growth and profitability. Recently, augmented reality remote maintenance (ARRM) has become available and promises service delivery efficiency gains, which is why engineering manufacturers are starting to adopt it. Therefore, the purpose of this paper is to analyze the promoting and inhibiting factors of ARRM adoption in support of industrial service delivery. To this end, a qualitative explorative approach based on the technology–organization–environment (TOE) framework has been deployed. Data were collected from a systematic literature review and an empirical interview study with 16 companies. In total, 38 interviewees from different hierarchical levels participated in the interview study. Based on a thematic analysis, this paper provides a novel ARRM adoption model and contributes six technological, seven organizational, and four environmental adoption success factors. The promoting factors are ARRM key features, qualitative operational advantages, quantitative operational advantages, value proposition, value creation network, finance, image, adoption management, resource allocation, strategic realignment, skills gap, and governmental regulation; further, augmented reality user experience, data connection, information provision, intellectual property protection, and remote service acceptance were identified as inhibiting factors. This paper qualifies as the first attempt to consolidate engineering-focused ARRM literature with respect to remote service delivery, adding the industrial adoption perspective and elaborating on the impact of the inter-organizational nature of ARRM technology on industrial adoption. Thus, this research contributes to the transition from pure engineering research to industrial ARRM adoption research.

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Capabilities supporting digital servitization: A multi-actor perspective

Cited by 41 publications

References 83 publications

Network embeddedness, digital transformation, and enterprise performance—The moderating effect of top managerial cognition

Network embeddedness, digital transformation, and enterprise performance—The moderating effect of top managerial cognition

Servitisation and performance in the business-to-business context: the moderating role of Industry 4.0 technologies

Development of an augmented reality remote maintenance adoption model through qualitative analysis of success factors

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