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The socioeconomically deprived segment called bottom of pyramid lives in extreme resource-constrained environments and is being excluded from having access to many services. This study aims to investigate the role played by virtual engagement platforms in bringing well-being to base of the pyramid (BoP) customers. This study also uses transformative service research and service ecosystem-based approach.

The study uses qualitative approach. Data was collected and analyzed through 16 in-depth interviews with BoP service actors.

Present study explains the role played by virtual engagement platforms as an intermediator between farmers and the service entity. Herein, it may be noted that the role of virtual platforms contributes to the well-being of the BoP community.

The authors’ research work broadens service organizations’ reach by better serving people in the BoP, which ultimately helps in removing unfairness and establishes service inclusion.

A paucity of studies has used a microfoundation lens to examine servitization processes in internationalized knowledge-intensive business service (KIBS) companies. The research aims to bridge this gap by considering knowledge sharing as a form of both codified knowledge and informal feedback knowledge; it also assesses whether the adoption of knowledge transfer and translation practices in a servitization process positively moderates the effect of knowledge transformation on knowledge sharing for internationalized KIBS companies.

By adopting a microfoundation lens, the research offers an empirical analysis to identify the relations between codified and tacit knowledge in servitization processes within internationalized KIBS companies. The study is based on 326 respondents from 30 KIBS companies. A multiple regression analysis was used for hypotheses testing.

The authors found significant relations among the use of electronic documents in the servitization process (formal codified knowledge), personal advice in servitization (informal feedback knowledge) and knowledge sharing in internationalized KIBS companies. Findings also support the indirect effect assumed in the hypothesis between knowledge transformation and knowledge sharing in internationalized KIBS companies, which is positively moderated by the adoption of cross-cultural knowledge practices in the servitization process.

To the best of the authors’ knowledge, this research provides the first conceptual model of the use of a microfoundation lens to examine knowledge sharing in internationalized KIBS companies. The micro level features individual knowledge sharing in the servitization process, while the meso level focuses on knowledge transformation in KIBS companies and the adoption of knowledge transfer and translation practices in the servitization process.