Typologies of Manufacturer Identities in the Age of Smart Solutions

Huikkola, Tuomas; Einola, Suvi; Kohtamäki, Marko

doi:10.1007/978-3-030-75771-7_3

Cited by 3 publications

(2 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Because these companies often have a long history and are based on old structures, systems, and practices that have made them successful in the past, change is likely to be difficult (Zaki, 2019). It seems that companies have to reinvent themselves without giving up their previous identities (Huikkola, Einola, et al, 2021).…”

Section: Digital Servitizationmentioning

confidence: 99%

To Plan or Not to Plan? Exploring Entrepreneurial Logics in Digital Servitization

Jaspert,

Ebel,

Maihöfer

et al. 2023

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

Digital servitization is of increasing concern for manufacturers to exploit the potentials of digitalization with new service offerings. In this context, substantial changes within a firm´s capabilities, processes and mindset of employees need to be considered. To better understand such changes, we carve out behavioral logics of manufacturers undergoing digital servitization. An alternate template research design is used to discover the entrepreneurial logics of effectuation, causation, and bricolage. For this purpose, we conducted 13 semi-structured interviews with experts from the German manufacturing industry. Our results show that firms approaching digital servitization via hybrid decision logics. Causation can be found within all organizations. Effectuation is integrated to various degrees. Against it, the bricolage-logic is barely present. In total, the results provide new insights for digital servitization and for organizational ambidexterity.

show abstract

Section: Digital Servitizationmentioning

confidence: 99%

To Plan or Not to Plan? Exploring Entrepreneurial Logics in Digital Servitization

Jaspert,

Ebel,

Maihöfer

et al. 2023

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…Prior studies have used a process perspective to describe several transformation paths for DSI (Baines et al, 2020;Coreynen et al, 2017;Dmitrijeva et al, 2022;Tian et al, 2022) and smart solution strategies (Huikkola et al, 2021a;Kamp et al, 2017;Pardo et al, 2020) enabled by different capability configurations and success drivers (Huikkola et al, 2022). Notwithstanding their vast amount of recommendations, the transition toward DSI is still considered highly complex (Bustinza et al, 2018;Eloranta et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Spiraling between learning and alignment toward digital service innovation

Coreynen,

Matthyssens,

Struyf

et al. 2023

JOSM

View full text Add to dashboard Cite

PurposeThis study aims to develop theory on the process toward digital service innovation (DSI) and to generate insights into how companies deal with the rising complexity associated with DSI, both inside and outside of the organization, through organizational learning and alignment.Design/methodology/approachAfter purposeful sampling, in-depth, longitudinal case studies of three manufacturers are presented as illustration. Per case, multiple semi-structured interviews are conducted, and insights are validated through rich additional data gathering. Each company's DSI pathway is reconstructed with critical incident technique. Next, using systematic combining, a middle-range theory is developed by proposing a theoretical frame concerning the relations between DSI maturity, learning and alignment.FindingsThe authors posit that, as companies gradually develop and progress toward DSI maturity, they deal with a rising degree of complexity, fueling their learning needs. Companies that are apt to learn, pass through multiple cycles of learning and alignment to overcome specific complexities associated with different DSI stages, with each cycle unlocking new DSI opportunities and challenges.Originality/valueThe study applies a stage-based view on DSI combined with complexity management and organizational learning and alignment theory. It offers a theoretical frame and propositions to be used by researchers for future DSI studies and by managers to evaluate alternative DSI strategies and implementation steps.

show abstract