2023
DOI: 10.1007/s11628-023-00520-4
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Barriers and opportunities of digital servitization for SMEs: the effect of smart Product-Service System business models

Abstract: Digital servitization enables SMEs to propose smart Product-Service Systems (PSS) integrating products and services. Limited discussion of this contemporary and challenging phenomena stimulated our in-depth literature review, which identified four key themes common to both barriers and opportunities: digital strategy, ecosystem network, internal and operational organization, and human capabilities. Industry expert focus group enabled enriching and refining these themes across smart PSS business models. Digital… Show more

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Cited by 31 publications
(11 citation statements)
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“…The SVM model, which we applied compared to the other works, proves how effective it is in extracting the sentiment structures that are complex. Previous works often took the aid of manual sentiment analysis or the basic sentiment lexicons which ultimately left behind the accuracy lacking and the granularity stagnant [28]. At the same time our solution is based on machine learning technology that lets to analyze big amounts of unstructured data, thus providing more insight into employees' attitudes.…”
Section: Comparison With Related Workmentioning
confidence: 99%
“…The SVM model, which we applied compared to the other works, proves how effective it is in extracting the sentiment structures that are complex. Previous works often took the aid of manual sentiment analysis or the basic sentiment lexicons which ultimately left behind the accuracy lacking and the granularity stagnant [28]. At the same time our solution is based on machine learning technology that lets to analyze big amounts of unstructured data, thus providing more insight into employees' attitudes.…”
Section: Comparison With Related Workmentioning
confidence: 99%
“…Interestingly, the literature shows that SMEs are not convinced about the potential to achieve improved performance, mostly due to their belief that PSS comes with market, customer and financial uncertainty (Hern andez, 2019). Thus, many SMEs do not intend to implement product and service re-designs as they often mean changing business models, making investments and rearranging resources, activities seen as risk-taking (Bl€ umel et al, 2022;Le-Dain et al, 2023;Rizos et al, 2016). Furthermore, in SMEs, the propensity for PSS design is significantly shaped by the firm owners as they often take the lead in initiating such activities within the firm (e.g.…”
Section: Productservice Systemsmentioning
confidence: 99%
“…The literature review encompasses studies on how digitalisation may enable companies to expand customer value propositions and improve customer engagement and satisfaction (Coreynen et al, 2017). The literature points out that digital tools may be used to enable the collection and analysis of product usage, customer behaviour and service interactions (Coreynen et al, 2017;Le-Dain et al, 2023). The collected data may provide insights that can facilitate personalised service offerings, creating a more tailored and satisfying customer experience (Rapaccini et al, 2023;Tseng et al, 2023).…”
Section: 24mentioning
confidence: 99%
“…Digital technology not only changes the strategy and structure of the firm, but also affects partners, customers, and more generally the firm's ecosystem network (Chamboko-Mpotaringa et al, 2023;Zhao et al, 2023). Lall et al (2017) highlighted the weak ability of SMEs to make the right strategic technology investment decisions because they focus more on day-to-day operations and omit the long-term vision (Marcon et al, 2019;Le-Dain et al, 2023). This is a management barrier when the time spent on strategic vision planning is insufficient.…”
Section: Theoretical Backgroundmentioning
confidence: 99%