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dc.contributor.authorTronvoll, Bård
dc.contributor.authorSklyar, Alexey
dc.contributor.authorSorhammar, David
dc.contributor.authorKowalkowski, Christian
dc.date.accessioned2021-06-28T14:57:32Z
dc.date.available2021-06-28T14:57:32Z
dc.date.created2020-09-21T12:06:19Z
dc.date.issued2020
dc.identifier.citationIndustrial Marketing Management. 2020, 89, 293-305.en_US
dc.identifier.issn0019-8501
dc.identifier.urihttps://hdl.handle.net/11250/2761734
dc.description.abstractManufacturers 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.en_US
dc.language.isoengen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectdigital servitizationen_US
dc.subjectdigital transformationen_US
dc.subjectorganizational cultureen_US
dc.subjectagile mindseten_US
dc.subjectdata-centric business modelen_US
dc.subjectbig data monetizationen_US
dc.titleTransformational shifts through digital servitizationen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.subject.nsiVDP::Samfunnsvitenskap: 200en_US
dc.source.pagenumber293-305en_US
dc.source.volume89en_US
dc.source.journalIndustrial Marketing Managementen_US
dc.identifier.doi10.1016/j.indmarman.2020.02.005
dc.identifier.cristin1831602
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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