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Cloud Manufacturing (CM) is the manufacturing version of Cloud Computing and aims to increase flexibility in the provision of manufacturing services. On-demand manufacturing services can be requested by users to the cloud and this enables the concept of Manufacturing-as-a-Service (MaaS). Given the considerable number of prototypes and proofs of concept addressed in literature, this work seeks real CM platforms to study them from a business perspective, in order to discover what MaaS concretely means today and how these platforms are operating.

Since the number of real applications of this paradigm is very limited (if the authors exclude prototypes), the research approach is qualitative. The paper presents a multiple-case analysis of 6 different platforms operating in the manufacturing field today. It is based on empirical data and inductively researches differences among them (e.g. stakeholders, operational flows, capabilities offered and scalability level).

MaaS has come true in some contexts, and today it is following two different deployment models: open or closed to the provider side. The open architecture is inspired by a truly open platform which allows any company to be part of the pool of service providers, while the closed architecture is limited to a single service provider of the manufacturing services, as it happens in most cloud computing services.

The research shoots a picture of what MaaS offers today in term of capabilities, what are the deployment models and finally suggests a framework to assess different levels of development of MaaS platforms.

This paper aims to examine how long-lived firms can further develop through digitalisation in terms of actions, conditions and effects from a competitiveness perspective.

This exploratory study follows an inductive approach based on a survey conducted via interviews undertaken with nine long-lived Italian firms. The dimensions of the model (command, continuity, community, connection), elaborated by Miller and Le Breton-Miller (2005) in relation to longevity factors, were chosen to analyse digitalisation’s contribution to these long-lived firms’ development.

The digitalisation implemented by the analysed firms contributed in a variety of ways: (1) improved the efficiency and effectiveness of their business processes, (2) enhanced the understanding of customer experience, (3) supported their craftsmanship and the transmission of the knowledge included in the entrepreneurial path, (4) increased the awareness of the cultural value of the firms’ heritage and (5) allowed for the development of cutting-edge design skills by experimenting with content on different digital platforms and devices.

This study suggests managers of long-lived firms develop digital skills that allow them to interact with the rapid evolution of this context and understand how to effectively implement digitalisation in their specific firm. From this perspective, it is strategic to establish or strengthen collaborative network relationships to acquire such necessary skills.

This study provides novel empirical evidence on how long-lived firms are facing the challenge of digitalisation in terms of actions, conditions and effects to improve their competitiveness and ensure their survival.

The paper offers a comprehensive understanding of how digital transformation affects business models and how firms operate and compete effectively and successfully in a digital economy.

The research adopted an abductive approach (Dubois and Gadde, 2002) through constant movement between theory and empirical evidence. A systematic literature review led the first conceptual development and examples of practices from cultural heritage sectors were used in the theorizing process.

This paper depicts a digital model framework through a set of assumptions about how an organization creates and delivers value in an interconnected way by orchestrating new interactive processes, and providing experience propositions to customers, and about how value is framed in terms of economic, social and cultural outcomes.

The study contributes to the scientific debate by discussing the role of digital business models as enhancements more rather than replacements of traditional business models; it frames a digital business model as consisting of three main pillars: value orchestration, experience propositions and value sharing.