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Open Access
Article
Publication date: 19 September 2023

Rodrigo Rabetino, Marko Kohtamäki and Tuomas Huikkola

This paper studies the Digital Service Innovation (DSI) concept by systematically reviewing earlier studies from various scholarly communities. This study aims to recognize how…

1775

Abstract

Purpose

This paper studies the Digital Service Innovation (DSI) concept by systematically reviewing earlier studies from various scholarly communities. This study aims to recognize how recent advances in DSI literature from different research streams complement and can be incorporated into the growing digital servitization literature to define better and understand DSI.

Design/methodology/approach

After systematically identifying 123 relevant articles, this study employed complementary methods, such as author bibliographic coupling, linguistic text mining/textual analysis and qualitative content analyses.

Findings

This paper first maps the intellectual structure and boundaries of the DSI-related communities and qualitatively assesses their characteristics. These communities are (1) Innovation for digital servitization, (2) Service innovation in the digital age and (3) Adoption of novel e-services enabled by information system development. Next, the composition of the DSI concept is examined and depicted to comprehend the notion's critical dimensions. The findings discuss the range of theories and methods in the existing research, including antecedents, processes and outcomes of DSI.

Originality/value

This study reviews, extends the understanding of origins and critically evaluates DSI-related research. Moreover, the paper redefines and clarifies the structure and boundaries of the DSI-concept. In doing so, it elaborates on the substance of DSI and identifies the essential themes for its understanding and conceptualization. Thus, the study helps the future development of the concept and allows knowledge accumulation by bridging adjacent research communities. It helps researchers and managers navigate the foggy emerging research landscape.

Details

Journal of Service Management, vol. 35 no. 2
Type: Research Article
ISSN: 1757-5818

Keywords

Abstract

Details

International Journal of Operations & Production Management, vol. 41 no. 5
Type: Research Article
ISSN: 0144-3577

Open Access
Article
Publication date: 7 December 2020

Yassine Talaoui and Marko Kohtamäki

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI…

9783

Abstract

Purpose

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

Design/methodology/approach

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Findings

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

Practical implications

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

Originality/value

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.

Details

Management Research Review, vol. 44 no. 5
Type: Research Article
ISSN: 2040-8269

Keywords

Open Access
Article
Publication date: 2 December 2021

Tuomas Huikkola, Marko Kohtamäki, Rodrigo Rabetino, Hannu Makkonen and Philipp Holtkamp

The present study intends to foster understanding of how a traditional manufacturer can utilize the “simple rules” approach of managerial heuristics to facilitate its smart…

3248

Abstract

Purpose

The present study intends to foster understanding of how a traditional manufacturer can utilize the “simple rules” approach of managerial heuristics to facilitate its smart solution development (SSD) process.

Design/methodology/approach

The study uses an in-depth single case research strategy and 25 senior manager interviews to understand the application of simple rules in smart solution development.

Findings

The findings reveal process, boundary, preference, schedule, and stop rules as the dominant managerial heuristics in the case and identify how the manufacturer applies these rules during the innovation process phases of ideation, incubation, transformation, and industrialization for attaining project outcomes.

Research limitations/implications

The study contributes to the new service development (NSD) literature by shedding light on simple rules and how managers may apply them to facilitate SSD. The main limitations stem from applying the qualitative case study approach and the interpretative nature of the study, which produces novel insights but prevents direct generalization to other empirical cases.

Practical implications

The resulting framework provides guidelines for managers on how to establish formal and clear simple rules that enable industrial solution providers to approach decision-making in smart solution development in a more agile manner.

Originality/value

The study comprises one of the first attempts to investigate managerial heuristics in the context of SSD and puts forward a plea for further NSD research applying psychological conceptualizations to enrich the simple rules perspective.

Content available
Article
Publication date: 12 January 2010

Carol Ann Zulauf Sharicz

1068

Abstract

Details

The Learning Organization, vol. 17 no. 1
Type: Research Article
ISSN: 0969-6474

Content available
Article
Publication date: 19 October 2012

435

Abstract

Details

Benchmarking: An International Journal, vol. 19 no. 6
Type: Research Article
ISSN: 1463-5771

Open Access
Article
Publication date: 1 June 2021

Yihua Chen, Ivanka Visnjic, Vinit Parida and Zhengang Zhang

The authors seek to understand the process of digital servitization as a shift of manufacturing companies from the provision of standard products and services to smart solutions…

10008

Abstract

Purpose

The authors seek to understand the process of digital servitization as a shift of manufacturing companies from the provision of standard products and services to smart solutions. Specifically, the authors focus on changes in the business model (i.e. the value proposition, the value delivery system and the value capture mechanism) for digital servitization.

Design/methodology/approach

The authors examine a Chinese air conditioner manufacturer, Gree, who became the global leader with their smart solutions. These solutions included performance-based contracts underpinned by artificial intelligence (AI)-powered air conditioners that automatically adjust to environmental changes and are capable of remote monitoring and servicing thanks to its Internet of things (IoT) technology.

Findings

To successfully offer smart solution value propositions, a manufacturer needs an ecosystem value delivery system composed of suppliers, distributors, partners and customers. Once the ecosystem relationships are well aligned, the manufacturer gains value with multiple value capture mechanisms (i.e. efficiency, accountability, shared customer value and novelty). To arrive at this point, a manufacturer has to pass through different stages that are characterized by both discontinuous and continuous interplay between business models and digital technologies. At the beginning of each stage, new value propositions and value delivery systems are first discontinuously created and then enabled with digital technology. As a result, new value capture mechanisms are activated. Meanwhile, the elements of the existing business model are continuously improved.

Research limitations/implications

By combining process-perspective and business-model lenses, the authors offer nuanced insights into how digital servitization unfolds.

Practical implications

Executives can obtain insights into the business model elements, they need to change over the course of digital servitization and how to manage the process.

Originality/value

A longitudinal case study of a traditional manufacturer that has achieved stellar success through digital servitization business models development.

Details

International Journal of Operations & Production Management, vol. 41 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 26 October 2012

345

Abstract

Details

International Marketing Review, vol. 29 no. 6
Type: Research Article
ISSN: 0265-1335

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