Despite the increased interest in using digital technologies for servitization purposes, little is known about what drives firms towards a digital servitization strategy. Using a dynamic capabilities lens, we look into the relationships between two organizational mechanisms – exploitation and exploration – and firms' orientation towards digitization, servitization and digital servitization. On top, we examine the influence of two environmental contingencies – technological turbulence and competitive intensity – as potential influencers of these relationships. We collected and analyzed data of 139 Belgian firms through hierarchical regressions. Exploitation and exploration are positively associated with digital servitization, but exploration trumps the effect of exploitation when firms do both. Technological turbulence is positively associated with digitization regardless of the firm's level of exploration or exploitation, and competitive intensity only relates positively with servitization when firms emphasize exploration. Theoretically, we contribute to the literature by unravelling the relationship between firms' dynamic capabilities and their environment. In order to fully understand firms' strategic transition towards digital servitization, both should be considered. As managerial implications, we suggest that firms pay close attention to adapting their strategy to fit an increasingly changing environment.

Coreynen, W., Matthyssens, P., Vanderstraeten, J., van Witteloostuijn, A. (2020). Unravelling the internal and external drivers of digital servitization: A dynamic capabilities and contingency perspective on firm strategy. INDUSTRIAL MARKETING MANAGEMENT, 89(August 2020), 265-277 [10.1016/j.indmarman.2020.02.014].

Unravelling the internal and external drivers of digital servitization: A dynamic capabilities and contingency perspective on firm strategy

Matthyssens P.
;
2020

Abstract

Despite the increased interest in using digital technologies for servitization purposes, little is known about what drives firms towards a digital servitization strategy. Using a dynamic capabilities lens, we look into the relationships between two organizational mechanisms – exploitation and exploration – and firms' orientation towards digitization, servitization and digital servitization. On top, we examine the influence of two environmental contingencies – technological turbulence and competitive intensity – as potential influencers of these relationships. We collected and analyzed data of 139 Belgian firms through hierarchical regressions. Exploitation and exploration are positively associated with digital servitization, but exploration trumps the effect of exploitation when firms do both. Technological turbulence is positively associated with digitization regardless of the firm's level of exploration or exploitation, and competitive intensity only relates positively with servitization when firms emphasize exploration. Theoretically, we contribute to the literature by unravelling the relationship between firms' dynamic capabilities and their environment. In order to fully understand firms' strategic transition towards digital servitization, both should be considered. As managerial implications, we suggest that firms pay close attention to adapting their strategy to fit an increasingly changing environment.
Articolo in rivista - Articolo scientifico
Ambidexterity; Competitive intensity; Digital servitization; Digitization; Servitization; Technological turbulence
English
2020
89
August 2020
265
277
none
Coreynen, W., Matthyssens, P., Vanderstraeten, J., van Witteloostuijn, A. (2020). Unravelling the internal and external drivers of digital servitization: A dynamic capabilities and contingency perspective on firm strategy. INDUSTRIAL MARKETING MANAGEMENT, 89(August 2020), 265-277 [10.1016/j.indmarman.2020.02.014].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/314349
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