The Co-creation of Digital Servitization in the Industrial Internet of Things Startups
The Co-creation of Digital Servitization in the Industrial Internet of Things Startups
IIoT ; digital servitization ; co-creation ; social network
IIoT ; digital servitization ; co-creation ; social network
公開日期:9/8/2025
Potential benefits of Industrial Internet of Things (IIoT) technology drive firms to pursue opportunities of servitization. However, there are challenges for firms to capture digital service values. Literature about the convergence of digital technology and servitization is recent, with more focus on technology than strategy. This study explores the process of IIoT software startups to create and capture value through smart services.
By using the theory of social capital and the social network perspective, the study develops a conceptual framework about how firms foster value in co-creation and achieve sustainable competitive advantages from network structures and relational rents.
A qualitative multiple case study method is used to collect rich information and conduct in-depth case analysis in four IIoT startups to understand their competence and co-creation strategy in delivering services for manufacturing customers.
The analysis identifies four types of service networks that help firms realize the opportunities. The findings are further categorized into a new conceptual framework that is combined by dimensions of digital servitization and network structure, and the results show that there are three network strategic paths, in which network evolves as servitization advance. These network strategies enable IIoT startups to leverage resources and capabilities in different service networks to capture service values and competitive advantages.
The study contributes to the integration of theory of digital servitization and social capital, the development of structural approach by visualization and appliable constructs. It is argued that firms tend to form into service ecosystem with relational governance, where they work as a platform provider or a technology complementor. The study also provides practical recommendations to managers that IIoT startups need to acquire complementary capabilities and resources from service network, and use relational governance to maintain long-term co-creation of advanced services.
Potential benefits of Industrial Internet of Things (IIoT) technology drive firms to pursue opportunities of servitization. However, there are challenges for firms to capture digital service values. Literature about the convergence of digital technology and servitization is recent, with more focus on technology than strategy. This study explores the process of IIoT software startups to create and capture value through smart services.
By using the theory of social capital and the social network perspective, the study develops a conceptual framework about how firms foster value in co-creation and achieve sustainable competitive advantages from network structures and relational rents.
A qualitative multiple case study method is used to collect rich information and conduct in-depth case analysis in four IIoT startups to understand their competence and co-creation strategy in delivering services for manufacturing customers.
The analysis identifies four types of service networks that help firms realize the opportunities. The findings are further categorized into a new conceptual framework that is combined by dimensions of digital servitization and network structure, and the results show that there are three network strategic paths, in which network evolves as servitization advance. These network strategies enable IIoT startups to leverage resources and capabilities in different service networks to capture service values and competitive advantages.
The study contributes to the integration of theory of digital servitization and social capital, the development of structural approach by visualization and appliable constructs. It is argued that firms tend to form into service ecosystem with relational governance, where they work as a platform provider or a technology complementor. The study also provides practical recommendations to managers that IIoT startups need to acquire complementary capabilities and resources from service network, and use relational governance to maintain long-term co-creation of advanced services.
2022
英文
215
Acknowledgement I
Abstract II
List of Figures VII
List of Tables VIII
Chapter 1 Introduction 1
1.1 Background to the research 1
1.2 Research problem 3
1.3 Research purpose 5
1.4 Research questions 7
1.5 Theoretical perspective 8
1.6 Methodological approach 9
1.7 Research significance 10
1.8 Limitations 10
1.9 Outline of the dissertation 11
Chapter 2 Literature Review and Research Issues 14
2.1 Introduction 14
2.2 Methodology 16
2.2.1 Search strategy 16
2.2.2 Inclusion and exclusion criteria 17
2.2.3 Data analysis 17
2.3 Descriptive analysis 18
2.3.1 Publication trend and journal distribution 18
2.3.2 Methodological approaches 19
2.3.3 Industrial sector 20
2.3.4 Theoretical foundations 21
2.4. Thematic analysis 22
2.4.1 Concept of Industrial Internet of Things 22
2.4.2 Concept of digital servitization 27
2.4.3 Drivers and barriers of digital servitization 32
2.4.4 Co-creation in digital service 38
2.4.5 Sources of competitive advantages in digital servitization 42
2.4.6 Social capital theory and value creation of digital service 46
2.4.7 Structure of co-creation service network in digital servitization 50
2.4.8 Relational rents from co-creation service network in digital servitization 55
2.5 Tentative conceptual framework 60
2.6 Chapter Summary 62
Chapter 3 Research Design and Methods 65
3.1 Introduction 65
3.2 Research design 65
3.3 Qualitative research techniques and procedures 69
3.3.1 Case selection 69
3.3.2 Data collection 74
3.3.3 Data analysis 77
3.4 Validity and reliability 79
3.5 Limitations of the methods 79
3.6 Ethical considerations 80
3.7 Chapter Summary 80
Chapter 4 Analysis and Results 81
4.1 Introduction 81
4.2 IIoT Ecology Company 81
4.2.1 Background of case company in digital servitization 81
4.2.2 Barriers of digital servitization 83
4.2.3 IIoT service ecosystem 84
4.2.4 Relational rents of service ecosystem 89
4.3 Case of Smart Marine IIoT company 100
4.3.1 Background of case company in digital servitization 100
4.3.2 Barriers of digital servitization 101
4.3.3 Vertical life-cycle service network 103
4.3.4 Relational rents of service network 106
4.4 Case of IIoT Integrator Company 114
4.4.1 Background of case company in digital servitization 114
4.4.2 Barriers of digital servitization 115
4.4.3 Horizontal integration service network 116
4.4.4 Relational rents of service network 120
4.5 Case of Xing Intelligence Company 128
4.5.1 Background of case company in digital servitization 128
4.5.2 Barriers of digital servitization 129
4.5.3 After-sale and horizontal outsourcing service network 130
4.5.4 Relational rents of service network 133
4.6 Cross-case analysis and results 140
4.6.1 Main barriers in digital servitization 140
4.6.2 Service network structure in digital servitization 142
4.6.3 Relational rents from co-creation service network in digital servitization 147
4.7 Chapter summary 148
Chapter 5 Discussion and Conclusion 150
5.1 Summary of main findings 150
5.1.1 Conceptual framework 150
5.1.2 “Path a”: leverage closed, vertical life-cycle service network and advanced servitization to form service ecosystem 153
5.1.3 “Path b”: leverage open, horizontal service network and intermediate servitization to form service ecosystem 155
5.1.4 “Path c”: leverage vertical after-sale and horizontal outsourcing network, and basic servitization to complement service ecosystem 157
5.2 Answers to research questions 158
5.3 Implication for theory 161
5.3.1 Co-creation of IIoT service with a multidisciplinary approach 161
5.3.2 Integrating theory of digital servitization with structural capital 162
5.3.3 Linkage of digital servitization with relational view 163
5.4 Implication for business practice and managers 165
5.4.1 Network strategic paths for digital servitization 165
5.4.2 Complementary digitalization capabilities and industrial knowledge 166
5.4.3 Relational governance for effective co-creation 167
5.5 Implication for policy 167
5.5.1 Integrating IIoT with manufacturing to build IIoT ecosystem 167
5.5.2 Funding and incentives for IIoT startups 168
5.5.3 Pilot project of smart manufacturing for lead firms 168
5.5.4 Establishment of IIoT security system 168
5.6 Limitations and future research 169
5.7 Conclusion 170
References 172
The author’s resumes 186
Appendix 1 List of literature review samples 187
Appendix 2 Interview database 191
Appendix 3 List of secondary data 214
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