A digital servitization framework for viable manufacturing companies

Ciasullo, Maria Vincenza; Polese, Francesco; Montera, Raffaella; Carrubbo, Luca

doi:10.1108/jbim-07-2020-0349

Cited by 47 publications

(30 citation statements)

References 74 publications

(114 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…capability) components of BDA constitute a gateway for business viability. This concerns all industries investigated: in fact, not only service SMEs but also industrial one demonstrates to be aware of the pivotal importance to shift from hardware to software via digitalization, as digital servitization literature confirms (Ciasullo et al, 2021;Gebauer et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

Building SMEs’ resilience in times of uncertainty: the role of big data analytics capability and co-innovation

Ciasullo

Montera

Douglas

2022

Self Cite

View full text Add to dashboard Cite

Purpose This paper aims to enhance the small and medium enterprises’ (SMEs) ability to develop resilience in the face of any turbulences, addressing the question on how these organizations can maintain business continuity when faced with a critical event. Design/methodology/approach A mediated regression analysis is conducted to investigate the relationships among big data analytics (BDA) capabilities, coinnovation (CI) and organizational resilience (OR) with reference to 192 big data SMEs in Europe. Findings Research reveals that the BDA capability and CI are positively associated with OR. Moreover, this study discovers the mediating impact of CI on the relationship between BDA capability and OR. Originality/value This paper provides important implications for considering CI as a viable strategy especially in a time of crisis and shows how SMEs are more able to recognize business opportunities. The microfoundations of the resilience building capacity of SMEs are also identified. These microfoundations become recommendations for practitioners to enhance SMEs’ responsiveness in light of coronavirus-related crises.

show abstract

Section: Discussionmentioning

confidence: 99%

Building SMEs’ resilience in times of uncertainty: the role of big data analytics capability and co-innovation

Ciasullo

Montera

Douglas

2022

Self Cite

View full text Add to dashboard Cite

show abstract

“…employees) and technical systems (e.g. manufacturing line) can find an equilibrium and get the necessary attention from the firm (Ciasullo et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

Open Total Quality Management in the Circular Economy age: a social enterprise perspective through the case of Patagonia

Dezi

Hysa

Calabrese

et al. 2022

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

To better implement sustainability initiatives in the Circular Economy (CE) age, benefiting of Total Quality Management (TQM) principles, the category of Social Enterprises (SE) manifests an enormous potential. Nonetheless, the above views have been lightly researched, providing research gaps in at least three areas: (1)TQM as an open model, expanded, and boundaryless that involves stakeholders in the value chain through value co-creation processes; (2) TQM and CE and (3) TQM and SE. Through this paper, we reconceptualize TQM with the lens of viable systems approach, CE and SE, while concluding with an illustrative case study and COVID-19 implications. Methodologically, we apply the inductive approach through the illustrative case of Patagonia by emphasizing also how COVID-19 influenced quality management and company-level circularity. This study revealed that the common denominator of TQM, CE and SE is the Triple Bottom Line (i.e. economic, social and environmental sustainability). Also, the concept of 'value' was another unifying notion, especially the value co-creation, social value and shared value. ESG implications showed that companies like Patagonia went through profit shrinking to safeguard societal and environmental welfare, with supply chain implications that involved factory workers and partners.

show abstract

“…However, it should go hand in hand with the early integration of human resources, development of specific skills and cultural change management. Managers should consider the best DS journey given the organizational circumstances, as well as the best balance between the service and the digital prevalence in the strategy (Ciasullo et al , 2021).…”

Section: Discussionmentioning

confidence: 99%

Intra- and inter-organizational tensions of a digital servitization strategy. Evidence from the mechatronic sector in Italy

Galvani

Bocconcelli

2021

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to analyze the digital servitization (DS) process with the paradox theory lens. The purpose is to catch how intra- and inter-organizational tensions generate complexity along a DS journey to find “where” and “when” industrial companies can intervene to face them. Design/methodology/approach The methodology is a qualitative, in-depth single case study, which longitudinally explores the DS strategy of a manufacturer along with three phases of development: design, implementation and assessment. Findings The analysis reveals six intra- and inter-organizational tensions in DS and provides insights on tensions’ origin and how to face them. A theoretical framework on DS complexity and an empirical framework on tensions’ origin is produced. Originality/value The research combines service and organizational paradox literature. Together with a longitudinal methodology, it results in a spatial and temporal analysis of DS, from which theoretical and managerial implications are drawn.

show abstract

A digital servitization framework for viable manufacturing companies

Cited by 47 publications

References 74 publications

Building SMEs’ resilience in times of uncertainty: the role of big data analytics capability and co-innovation

Building SMEs’ resilience in times of uncertainty: the role of big data analytics capability and co-innovation

Open Total Quality Management in the Circular Economy age: a social enterprise perspective through the case of Patagonia

Intra- and inter-organizational tensions of a digital servitization strategy. Evidence from the mechatronic sector in Italy

Contact Info

Product

Resources

About