Technological Forecasting and Social Change : 抄録雑誌の概要

https://cronfa.swan.ac.uk/Record/cronfa56941/Download/56941__20195__87e5f3633a5b4d52834e83a7aa5eb1b7.pdf

Understanding managers’ attitudes and behavioral intentions towards using artificial intelligence for organizational decision-making

How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops

Manufacturing firms are increasingly seeking to capture the potential of digitalization by transforming towards digital servitization. Yet, most manufacturers struggle to realize the value through digital servitization because it requires a sustained focus on forming ecosystem partnerships. Digital servitization research has long recognized the importance of ecosystem tranformation but much of the existing discussion on this interlink is fragmented and understudied. Therefore, this study’s purpose is to investigate how manufacturing firms engaged in digital servitization transform their ecosystems. To this end, we have examined the triggers, firm-level enablers, ecosystem phases and activities, and effects of ecosystem transformation in digital servitization. We provide a comprehensive review of the phases of ecosystem transformation including ecosystem formation, orchestration, and expansion as well as their associated activities. These findings have been consolidated into an integrative framework for ecosystem transformation and, based on this analysis, suggestions for future research are provided for digital servitization scholars. 

Ecosystem transformation for digital servitization: A systematic review, integrative framework, and future research agenda

This study investigates how global manufacturers offer advanced services, such as outcome-based contracts, to global customers. Offering advanced services requires companies to engage in and manage win–win collaborations with a diverse set of service network partners. However, there is currently a lack of insights into the value co-creation challenges faced by manufacturers’ R&D units and their service network partners. Equally, there is a pressing need for roles to be properly aligned when offering advanced services in global markets. Based on 34 exploratory interviews with respondents from two manufacturers and their six globally dispersed front-end service network partners, this study identifies diverse co-creation challenges related to the provision of advanced services in global markets. The results show that complex collaborations of this nature often do not lead to win–win relationships but rather to less understood win–lose or lose–win scenarios. Our proposed framework unpacks how to manage value co-creation challenges and establish win–win relationships through role alignment. This study’s findings show that the successful provision of advanced services requires manufacturers to play the role of global service orchestrators and service network partners to act as global service integrators. Thus, role alignment provides greater latitude to establish a joint sphere of value co-creation for back-end and front-end actors. We conclude by discussing this paper’s theoretical and practical contributions to the emerging literature on servitization in global markets and global service networks.

Dusana Hullova

Papers

Configuring ecosystem strategies for digitally enabled process innovation: A framework for equipment suppliers in the process industries