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dc.contributor.authorKolagar, Milad
dc.contributor.authorParida, Vinit
dc.contributor.authorSjödin, David
dc.date.accessioned2022-08-02T09:14:12Z
dc.date.available2022-08-02T09:14:12Z
dc.date.created2022-05-30T14:00:27Z
dc.date.issued2022
dc.identifier.citationKolagar, M., Parida, V. & Sjödin, D. (2022). Ecosystem transformation for digital servitization: A systematic review, integrative framework, and future research agenda. Journal of Business Research, 146, 176-200.en_US
dc.identifier.issn0148-2963
dc.identifier.urihttps://hdl.handle.net/11250/3009739
dc.description.abstractManufacturing 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.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.titleEcosystem transformation for digital servitization: A systematic review, integrative framework, and future research agendaen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.rights.holder© 2022 The Authors.en_US
dc.source.pagenumber176-200en_US
dc.source.volume146en_US
dc.source.journalJournal of Business Researchen_US
dc.identifier.doihttps://doi.org/10.1016/j.jbusres.2022.03.067
dc.identifier.cristin2028148
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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