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  • 1.
    Tronvoll, Bård
    et al.
    Inland Norway University of Applied Sciences, 2418 Elverum, Norway; CTF – Service Research Center, Karlstad University, 651 88 Karlstad, Sweden.
    Sklyar, Alexey
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Sörhammar, David
    Stockholm Business School, Stockholm University, 106 91 Stockholm, Sweden.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Transformational shifts through digital servitization2020In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed)
    Abstract [en]

    Manufacturers increasingly look to digitalization to drive service growth. However, success is far from guaranteed, and many firms focus too much on technology. Adopting a discovery-oriented, theories-in-use approach, this study examines the strategic organizational shifts that underpin digital servitization. Notwithstanding strong managerial and academic interest, this link between digitalization and servitization is still under-investigated. Depth interviews with senior executives and managers from a global market leader revealed that to achieve digital service-led growth, a firm and its network need to make three interconnected shifts: (1) from planning to discovery, (2) from scarcity to abundance, and (3) from hierarchy to partnership. Organizational identity, dematerialization, and collaboration play a key role in this transformation. For managers, the study identifies a comprehensive set of strategic change initiatives needed to ensure successful digital servitization. Highlights: • Three strategic organizational shifts are needed for digital servitization success. • The key role of organizational identity, dematerialization, and collaboration • Digital servitization requires changes within both the firm and its entire network. • New business models centered around big data are driving competitive advantage. • Agile mindset and ways of working are imperative for digital servitization.

  • 2.
    Sklyar, Alexey
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering. Department of Marketing, CERS – Centre for Relationship Marketing and Service Management, Hanken School of Economics, Finland.
    Tronvoll, Bård
    nland Norway University of Applied Sciences, Norway; CTF – Service Research Center, Karlstad University, Sweden.
    Sörhammar, David
    Stockholm Business School, Stockholm University, Sweden.
    Organizing for digital servitization: A service ecosystem perspective2019In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 104, p. 450-460Article in journal (Refereed)
    Abstract [en]

    Harnessing digital technology is of increasing concern as product firms organize for service-led growth. Adopting a service ecosystem perspective, we analyze interfirm and intrafirm change processes taking place as firms pursue digital servitization. The study draws on in-depth interviews with 44 managers involved in organizing activities in two multinational industry leaders. Our findings identify major differences between the two focal firms in terms of digital service-led growth and associated ecosystem-related activities. The study disentangles underlying processes of organizational change in the ecosystem and suggests that within-firm centralization and integration play a key role in the capacity to organize for digital servitization. For managers, the findings highlight the need to foster service-centricity in order to take full advantage of digitalization beyond purely technological benefits.

  • 3.
    Sklyar, Alexey
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Sörhammar, David
    Stockholm Business School, Stockholm University, Sweden.
    Tronvoll, Bård
    Inland Norway University of Applied Sciences, Norway; CTF – Service Research Center, Karlstad University, Sweden..
    Resource integration through digitalisation: a service ecosystem perspective2019In: Journal of Marketing Management, ISSN 0267-257X, E-ISSN 1472-1376Article in journal (Refereed)
    Abstract [en]

    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 market-leading 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.

  • 4.
    Nenonen, Suvi
    et al.
    Graduate School of Management, University of Auckland, New Zealand.
    Storbacka, Kaj
    Graduate School of Management, University of Auckland, New Zealand.
    Sklyar, Alexey
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Frow, Pennie
    Department of Marketing, University of Sydney, Australia.
    Payne, Adrian
    School of Marketing, University of New South Wales, Australia.
    Value propositions as market-shaping devices: A qualitative comparative analysis2019In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed)
    Abstract [en]

    Forward-looking firms are increasingly viewing markets as malleable and plastic systems that can be influenced. Hence, they are engaging in market-shaping to proactively augment existing business opportunities or to create new ones. One of the recurring themes in the emerging market-shaping literature is the importance of value propositions. Consequently, the purpose of this paper is to identify configurations of value proposition characteristics that are effective for focal firms engaging in market-shaping strategies. In our empirical study, we analyze market-shaping actions carried out by 21 case firms using fuzzy-set qualitative comparative analysis. We identify four characteristics of market-shaping value propositions: (1) enhanced resource integration and related support as the core content of market-shaping value propositions, and (2) collaborative value proposing process, (3) systemic and verified value promise, and (4) new representations used in communication as the design characteristics of market-shaping value propositions. Further, we show that even though value propositions can shape markets without displaying all four of these characteristics, none of these characteristics alone can create all the expected outcomes. Hence, we identify distinct configurations of value proposition characteristics that are successful in either changing the elements comprising the market system or inducing an overall system-level market change.

  • 5.
    Nenonen, Suvi
    et al.
    Graduate School of Management, Business School, University of Auckland, Auckland, New Zealand.
    Gummerus, Johanna
    Centre for Relationship Marketing and Service Management, Hanken School of Economics, Helsinki, Finland.
    Sklyar, Alexey
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Game-changers: dynamic capabilities’ influence on service ecosystems2018In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 29, no 4, p. 569-592Article in journal (Refereed)
    Abstract [en]

    Purpose Service-dominant logic acknowledges that actors can influence how service ecosystems evolve through institutional work, but empirical research is only nascent. This paper advances understanding of ecosystem change by proposing that dynamic capabilities are a special type of operant resources enabling actors to conduct institutional work. Consequently, the purpose of this paper is to explore which dynamic capabilities are associated with proactively influencing service ecosystems. Design/methodology/approach Drawing on service-dominant logic, institutional work and dynamic capabilities, this exploratory study assumes an actor-centric perspective and proposes a conceptual model with a hierarchy of dynamic capabilities as the antecedents for successfully influencing service ecosystems. The research model was tested with survey data using partial least squares structural equation modeling. Findings Among the dynamic capabilities studied, ?visioning? and ?influencing explicit institutions? directly affect ?success in influencing service ecosystems,? whereas ?timing? does so indirectly through ?influencing explicit institutions.? The other dynamic capabilities studied have no significant effect on ?success in influencing service ecosystems.? ?Success in influencing service ecosystems? positively affects the ?increased service ecosystem size and efficiency.? Practical implications In addition to reactively positioning and competing at the marketplace, firms can choose to proactively influence their service ecosystems? size and efficiency. Firms aiming to influence service ecosystems should particularly develop dynamic capabilities related to visioning, timing and influencing explicit institutions. Originality/value This research is the first service-dominant logic investigation of the linkage between the actors? dynamic capabilities and their ability to influence service ecosystems.

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