Overcoming barriers to transformation in manufacturing firms. A path-dependence perspective of digital servitization

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annif.suggestionsenterprises|digitalisation|industrial companies|leadership (activity)|service business|value creation|industry|change|business models|innovations|enen
annif.suggestions.linkshttp://www.yso.fi/onto/yso/p3128|http://www.yso.fi/onto/yso/p8692|http://www.yso.fi/onto/yso/p18248|http://www.yso.fi/onto/yso/p554|http://www.yso.fi/onto/yso/p24600|http://www.yso.fi/onto/yso/p21123|http://www.yso.fi/onto/yso/p998|http://www.yso.fi/onto/yso/p277|http://www.yso.fi/onto/yso/p21761|http://www.yso.fi/onto/yso/p7903en
dc.contributor.authorBrekke, Thomas
dc.contributor.authorLenka, Sambit
dc.contributor.authorKohtamäki, Marko
dc.contributor.authorParida, Vinit
dc.contributor.authorSolem, Birgit Andrine Apenes
dc.contributor.facultyfi=Johtamisen yksikkö|en=School of Management|-
dc.contributor.orcidhttps://orcid.org/0000-0003-2094-7974-
dc.contributor.organizationfi=Vaasan yliopisto|en=University of Vaasa|
dc.date.accessioned2024-01-19T09:45:28Z
dc.date.accessioned2025-06-25T13:09:31Z
dc.date.available2024-01-19T09:45:28Z
dc.date.issued2023-05-15
dc.description.abstractManufacturing firms struggle to break away from their pre-existing business models, offerings, routines, and capabilities. The present study used path dependency as a theoretical lens to investigate a single longitudinal case study of a leading manufacturing company based on in-depth interviews with senior executives and managers. The analysis contributes to extending the digital servitization and path-dependence literature by proposing four path-breaking mechanisms: (1) organizational reconfiguration, (2) reconfiguration of value offerings, (3) opportunity exploration, and (4) knowledge reconfiguration. The framework developed based on these mechanisms generated valuable insights for manufacturing firms seaking to to break away from their dominant paths.-
dc.description.notification© The Author(s) 2023. This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.-
dc.description.reviewstatusfi=vertaisarvioitu|en=peerReviewed|-
dc.format.bitstreamtrue
dc.format.contentfi=kokoteksti|en=fulltext|-
dc.format.extent28-
dc.identifier.olddbid19798
dc.identifier.oldhandle10024/16785
dc.identifier.urihttps://osuva.uwasa.fi/handle/11111/1596
dc.identifier.urnURN:NBN:fi-fe202401193442-
dc.language.isoeng-
dc.publisherSpringer-
dc.relation.doi10.1007/s11846-023-00641-0-
dc.relation.funderUniversity of South-Eastern Norway-
dc.relation.funderResearch Council of Norway-
dc.relation.grantnumber326087-
dc.relation.grantnumber296351-
dc.relation.ispartofjournalReview of Managerial Science-
dc.relation.issn1863-6691-
dc.relation.issn1863-6683-
dc.relation.urlhttps://doi.org/10.1007/s11846-023-00641-0-
dc.rightsCC BY 4.0-
dc.source.identifierWOS:000987916500001-
dc.source.identifierScopus:85159315470-
dc.source.identifierhttps://osuva.uwasa.fi/handle/10024/16785
dc.subjectDigital transformation-
dc.subjectPath dependence-
dc.subjectAutonomous solutions-
dc.subjectDigital servitization-
dc.subjectProduct–service systems (PSS)-
dc.subjectManufacturing company-
dc.subjectDigitalization-
dc.subjectOrganizational change-
dc.subject.disciplinefi=Strateginen johtaminen|en=Strategic Management|-
dc.titleOvercoming barriers to transformation in manufacturing firms. A path-dependence perspective of digital servitization-
dc.type.okmfi=A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä|en=A1 Peer-reviewed original journal article|sv=A1 Originalartikel i en vetenskaplig tidskrift|-
dc.type.publicationarticle-
dc.type.versionpublishedVersion-

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