Adopting a platform approach in servitization : Leveraging the value of digitalization

By Javier Cenamor, David Sjodin, Vinit Parida. 2017

503 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/af350adeaeebf6d3f0539561f18972c408b0f9a8

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In Management of Technology and Innovation

In Marketing

In Organizational Behavior and Human Resource Management

Citations in the corpus

Relational governance strategies for advanced service provision: Multiple paths to superior financial performance in servitization (2019, background): “More often though, relational governance may be the preferred choice since the increasing pace of service innovation driven by digitalization is increasing volatility and dynamism in service provision (Cenamor et al., 2017).”
Organizing for digital servitization: A service ecosystem perspective (2019, background): “This aligns with existing evidence (e.g., Cenamor et al., 2017) that front-end units handle localization.”
Digital servitization business models in ecosystems: A theory of the firm (2019, background): “…emphasizes modularity to increase e ﬃ ciency of product-service delivery and cope with the paradox of e ﬀ ective provision of customized solutions (Cenamor et al., 2017) versus e ﬃ cient delivery of solutions — the so-called paradox of performance in servitization (Kohtamäki, Rabetino, &…”
Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field (2018, methodology): “In either case, how could a platform help in implementing various Industry 4.0 strategies (e.g., with regard to digital services, see Cenamor et al. 2017)?”
How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, background): “Based on recent research that shows the internal transformation that is necessary when adopting a platform approach (Cenamor et al., 2017), this finding stresses that digital platform capability can also positively affect an organization's other internal capabilities.”
Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies (2018, background): “The literature has also addressed the role of digital technologies in the development of servitized BMs [52,58].”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, methodology): “Discussion The transformation to digital servitization is increasing in complexity with progressively higher relational requirements for customization and operational efficiency (Cenamor et al., 2017; Eloranta & Turunen, 2015).”