Organizing for digital servitization: A service ecosystem perspective

Sklyar, Alexey; Kowalkowski, Christian; Tronvoll, Bård; Sörhammar, David

doi:10.1016/j.jbusres.2019.02.012

Cited by 391 publications

(395 citation statements)

References 48 publications

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“…In this regard, managers and executives in the multinational's central functionswhich are independent of one anotheridentified Navicula as the group's leading firm in terms of digital transformation, prompting us to approach the company's key decision makers. The company had successfully pursued what Sklyar et al (2019) refer to as 'digital servitization'; that is, the utilisation of digital tools for the transformational processes whereby a company shifts from a product-centric to a service-centric business model. A second criterion was ongoing strategic investment in digitalisation, which would enable us to analyse the changing role of technology in resource integration while avoiding the kind of speculative future-oriented discussion that is typical of such studies.…”

Section: Approach and Samplingmentioning

confidence: 99%

“…From back-office efficiency to reconfigured production, distribution and service operations, digitalisation enables incumbent firms to find new ways of providing solution offerings to their customers (Sklyar, Kowalkowski, Tronvoll, & Sörhammar, 2019). Given that no business is an island (Håkansson & Snehota, 1989), this transformation extends beyond the individual firm (Ulaga & Reinartz, 2011) to encompass resource integration between actors embedded in larger structures as elements of an ecosystem (Granovetter, 1985;Vargo & Lusch, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Resource integration through digitalisation: a service ecosystem perspective

Sklyar

Kowalkowski

Sörhammar

et al. 2019

Journal of Marketing Management

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As digitalisation increasingly encompasses entire service ecosystems, it modifies resource integration patterns that connect ecosystem actors through strong and weak ties. To clarify how technological development contributes to this change, and how resource integration transforms the service ecosystem, this qualitative case study explores the digitalisation strategy of a marketleading systems integrator in the maritime industry. Based on 40 depth interviews with managers, the findings show how technology increasingly serves as a key operant resource in the transformation of resource integration patterns. The study contributes to ecosystem dynamics research by identifying major differences between the pre-digitalised and digitalised states of a service ecosystem, and demonstrates the dual role of technology in both increasing pattern complexity and facilitating coordination of that complexity.

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Section: Approach and Samplingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Resource integration through digitalisation: a service ecosystem perspective

Sklyar

Kowalkowski

Sörhammar

et al. 2019

Journal of Marketing Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…related to the data-driven service delivery network is the literature of digital servitization (see e.g. (Bustinza, et al, 2018;Skylyar, et al, 2019;Vendrell-Herrero, et al, 2014)), in which change in the industry due to digitalization is under the lens. Skylyar et al (2019) argue that the mind-set of many ecosystem actors is to resist change: they are not yet fully accepting the idea leading towards disruption of the status quo.…”

Section: Discussionmentioning

confidence: 99%

“…(Bustinza, et al, 2018;Skylyar, et al, 2019;Vendrell-Herrero, et al, 2014)), in which change in the industry due to digitalization is under the lens. Skylyar et al (2019) argue that the mind-set of many ecosystem actors is to resist change: they are not yet fully accepting the idea leading towards disruption of the status quo. In our case, the network actors are actively seeking change, and this study explores many issues regarding the benefits and challenges of a data-driven service delivery network.…”

Section: Discussionmentioning

confidence: 99%

Success factors for data–driven service delivery networks

Pikkarainen¹,

Huhtala²,

Kemppainen³

et al. 2020

jim

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Data is becoming a more and more important resource for future innovations. Companies are currently considering how to leverage personal data in preventive healthcare and in other sectors. However, there are many challenges hindering the development of data-driven businesses in extant business networks. The purpose of this paper is to explore the success factors of data-driven service delivery networks in the context of preventive healthcare. The results are examples of the benefits and challenges of data availability and usage, based on a qualitative case study, in which a network of actors is integrating resources to solve the needs of their end customers. The results underline the success factors for service delivery networks, creating a baseline for human-centric, personalized and preventive healthcare solutions. The study enriches the theoretical perspective of data, services and service delivery networks by continuing discussion on how big data resources become cooperative assets not only in a firm but also on the network level. This study has multiple implications for practitioners trying to navigate the turbulent waters of the changing business environment and evolving service delivery network of preventive healthcare. Especially small and medium size of firms could use the identified success factors when planning new data-driven services in their networks. Our analysis brings new perspective between a firm and the actors in its network, particularly in the preventive healthcare sector wherein data needs to be shared between actors via consent of the individuals.

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“…Similarly, digital technology is a key enabler of new value propositions that underpin the transition of manufacturing firms as they become service and solution providers (Lerch & Gotsch, ). Bringing both trends together, Sklyar, Kowalkowski, Tronvoll, and Soerhammar () have even introduced the notion of digital servitisation.…”

Section: Introductionmentioning

confidence: 99%