Barriers for the digitalization of servitization

Marcon, Érico; Marcon, Arthur; Dain, Marie-Anne Le; Ayala, Néstor Fabián; Frank, Alejandro Germán; Matthieu, Judy

doi:10.1016/j.procir.2019.03.129

Cited by 53 publications

(44 citation statements)

References 25 publications

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“…Due to the rapidly changing nature of specific digital competences, studies often indicate the need to define competences in new workplaces or positions that require a change of competences in connection with the implementation of digitization (Marcon et al , 2019; Peillon and Dubruc, 2019; Valenduc and Vendramin, 2017). Digital transformation requires new skills to gather, process and understand the massive amounts of information that can benefit business.…”

Section: Resultsmentioning

confidence: 99%

Digital transformation of organizations: what do we know and where to go next?

Jedynak

Czakon

Kuźniarska

et al. 2021

JOCM

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PurposeThe purpose of this paper is to identify the development of the digital transformation literature and to the systematic literature review methodology.Design/methodology/approachThe authors run a systematic literature review, followed by a rigorous thematic analysis of both academic and grey literature dataset, in order to develop a conceptual map of organizations' digital transformation. The authors aggregate the concepts and topics identified across the literature to find that they overwhelmingly tackle digital business models. At the same time, the authors identify a major blind spot resulting from ignoring the organization itself as a unit of analysis.FindingsThe findings show that developing a digital theory of the organization or the theory of digitally transformed organization is a major challenge to management researchers. The analysis exposed numerous research gaps that can be helpful for future research directions.Originality/valueDigital transformation research enjoys an increasingly rapid rise to recognition across many academic disciplines and strongly impacts the management domain. adopt the view that published documents reflect the collective understanding of a phenomenon. This paper contributes to filtering the digital transformation literature, clarify complex relation between digital transformations of organizations and identify the key blind points.

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Section: Resultsmentioning

confidence: 99%

Digital transformation of organizations: what do we know and where to go next?

Jedynak

Czakon

Kuźniarska

et al. 2021

JOCM

View full text Add to dashboard Cite

show abstract

“…Nevertheless, respondents from digitalized enterprises report more specific training needs in the open answers. Both groups would benefit from training with different specificity [47]. Contextual conditions affect mechanisms [20].…”

Section: Discussionmentioning

confidence: 99%

Analyzing Barriers to Digital Transformation in the German Engineering Industry – A Comparison of Digitalized and Non-Digitalized Enterprises

Brink¹,

Packmohr²

2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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The German engineering sector is one of the most prominent industries in Germany in terms of revenues, the number of employees, and reputation for the "Made in Germany" brand. In this industry, digital transformation (DT) has become a significant trend. DT is more than optimizing internal processes by digital means. It entails the offer of digital services and products and the enhancement of customer experience. Complex barriers need to be overcome to drive this transformation forward. Therefore, our study analysis the organizational barriers to DT within the German engineering industry. We follow a quantitative approach to gain insight on organizational barriers by a comparison of digitalized and less digitalized enterprises and their DTs. Our research demonstrates that digitalized enterprises perceive lower degrees of certain barriers in leadership, culture, employees, and skills, which are essential parts in a socio-technical view. However, there are still barriers that digitalized enterprises are struggling with.

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“…In the case of the drivers, it was found that 10 papers did not identify either a hard driver or a soft driver [57][58][59][60]121,[127][128][129][130][131]; that is, they focused exclusively on the challenges instead of looking for the levers or opportunities that servitization may also bring to firms and that could overcome those challenges. For hard drivers, most papers also focus their findings on technical and market drivers, while economic drivers (less financial volatility, reduced costs in function-based business models) have received less attention.…”

Section: Discussionmentioning

confidence: 99%

“…Although literature reviews have been conducted on this topic [17,19,56,57], and some have focused either on the challenges [58][59][60] or drivers [45,61], and the development of new concepts engaging servitization [34,62,63], there is still a need to standardize the growing language (academic and practitioner) around the topic [64,65].…”

Section: Methodsmentioning

confidence: 99%

From Goods to Services and from Linear to Circular: The Role of Servitization’s Challenges and Drivers in the Shifting Process

2021

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To move closer to achieving the United Nations’ Sustainable Development Goals (SDGs), a change from the traditional paradigm of the linear economy towards the circular economy is of paramount importance. One of the key promoters of this shift is servitization, which involves a shift from a purely transactional product-selling model to customer satisfaction through providing the service inherent to the product. Although servitization is a promising field for academics and practitioners, its adoption faces different challenges and drivers that need to be understood and addressed. A latent issue is the lack of common language around the topic. In the present study, a systematic literature review has been conducted to allow the identification and classification of the main challenges and drivers. Based on the findings, we propose a classification framework that identifies, classifies, and groups common challenges and drivers to different areas of knowledge on servitization through intensity heat maps. From a managerial point of view, our results highlight the importance of embracing servitization as a collective effort from the different departments within a company.

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Barriers for the digitalization of servitization

Cited by 53 publications

References 25 publications

Digital transformation of organizations: what do we know and where to go next?

Digital transformation of organizations: what do we know and where to go next?

Analyzing Barriers to Digital Transformation in the German Engineering Industry – A Comparison of Digitalized and Non-Digitalized Enterprises

From Goods to Services and from Linear to Circular: The Role of Servitization’s Challenges and Drivers in the Shifting Process

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