Unravelling the internal and external drivers of digital servitization: A dynamic capabilities and contingency perspective on firm strategy

Abstract

General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.• Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal ? Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.

Digital servitization: Crossing the perspectives of digitization and servitization

“…In particular, several papers in this special issue (Kamalaldin, Linde, Sjödin, & Parida, 2020;Naik et al, 2020;Paiola & Gebauer, 2020;Tronvoll, Sklyar, Sörhammar, & Kowalkowski, 2020) suggest a need to extend the research scope from a single-firm or dyadic perspective to a network or ecosystem approach, and investigate how this changes the role of intermediate actors in the supply chain and their access to end customers; v.) the mechanisms through which digital servitization leads to distinctive benefits, such as data monetization or sustainability. In particular, the papers in the special issue suggest addressing their linkages with exploration and exploitation capabilities, and considering how such benefits are connected to different degrees of actor relationships (Coreynen, Matthyssens, Vanderstraeten, & Witteloostuijn, 2020;Kamaladin et al, 2020); vi.) a more comprehensive analysis of the role of different digital technologies besides IoT, and of their combined effect.…”

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

“…Prior research on dynamic capability assumed "system stability" wherein environmental changes are rather gradual than disruptive (Colombo et al, 2020). In previous literature, environmental changes usually cover technological turbulence and competitive intensity (Coreynen et al, 2020). Only a few studies have paid attention to the usefulness of dynamic capability when faced with major unanticipated and disruptive changes (e.g.…”

“…Moreover, pinpointing the dynamic capabilities associated with SST adoption is important because they are considered the source for firms to create sustained CP (Baumann et al, 2019;Coreynen et al, 2020). Yet, based on a recent literature review conducted by Buitrago R and Barbosa Camargo (2021), there is no research integrating CP with dynamic capabilities as existing studies have separately focused on the prevalence of one or the other in understanding competitiveness.…”

Exploring the root causes of servitization challenges: an organisational boundary perspective

“…The identified effects of servitization on the external competency boundary highlight a paradoxical concurrence of a need for external competencies, but also a rejection and overreliance on such competencies. Although prior studies have already identified the need for external service competencies among servitizing manufacturers (see Paiola et al, 2013, Coreynen et al, 2020, it is only through the identification of the other effects that the dilemma of the external competency boundary becomes clear: the unwillingness to draw on external service competencies likely exacerbates the lack of internal service competencies, leading to further service outsourcing which, in turn, limits the development of the manufacturer's own service competency.…”