This paper intends to explore the perception of value delivered in digital servitization in a business-to-business context of incumbent manufacturing firms. We investigate how individual entrepreneurial orientation (IEO) influence and affect the adoption of such digital servitization strategies. The observations are made through a survey and empirical assessment across a couple of large industrial organizations interested in servitization and digitalization. Findings contribute to the existing literature on digital servitization and business model innovation by suggesting that IEO influence perceived value in delivering digital service offers, whereas functional affiliation does not. Further observations suggest that digital capabilities can become a crucial enabler for the perception of value delivered in digital business models by providing swift access to data for affected stakeholders.

As industries hold the opportunity to embrace artificial intelligence (AI) driven innovation, their success to a significant extent will depend on the value the new technology generates for different business stakeholder groups. This is in turn dependent upon how management can embrace these techniques and change as companies will frequently need to transform both internal processes and offerings to customers in order to reap the benefits of AI. AI is a growing research area currently concentrated around technology and modeling of techniques and yet only few examples and limited research are available, on how AI technology enables new capabilities that can impact the value delivered as well as radically transform it. We thus need to understand what new capabilities these technologies bring about and how they are used. Based on three concrete empirical quasi-experiments, interviews conducted with start-ups and a Swedish industrial manufacturing firm dealing with outdoor power products (like grass-cutters, chain-saws, concrete-saws, etc.) for professional and consumer use and using an analytical framework derived from the Resource Based View, this paper explores capabilities enabled through Edge AI and the competitive advantage these may offer. Specific capabilities (self-calibration, enhanced-sensing, selective-capture and reputation) are identified and implications for theory are discussed, pointing out the importance to consider this type of technology not only as a resource, but rather as a dynamic capability in itself.

This paper intends to explore the perception of value delivered in digital servitization in a business-to-business context of incumbent manufacturing firms. We investigate how individual entrepreneurial orientation (IEO) influence and affect the adoption of such digital servitization strategies. The observations are made through a survey and empirical assessment across a couple of large industrial organizations interested in servitization and digitalization. Findings contribute to the existing literature on digital servitization and business model innovation by suggesting that IEO influence perceived value in delivering digital service offers, whereas functional affiliation does not. Further observations suggest that digital capabilities can become a crucial enabler for the perception of value delivered in digital business models by providing swift access to data for affected stakeholders.

Most industries are shifting from product-orientedbusiness models towards services to step up the value chain andengage in long-term relationships with their customersthroughout the service lifecycle. Digital technologies arecontributing to servitization in many ways by creating andenabling capabilities like connectivity, IoT, data generation andassessment, etc., for new value generation, distribution, andcapture. Because value is subjective, dynamic, and changes duringthe service lifecycle, service providers need to examine closely thevalue perceptions of customers to constantly provide better valueand remain relevant with the competition. Through a consumersurvey and a longitudinal study of thirteen customers, this paperuses qualitative and quantitative assessment to identify the valuedimensions that play a major role for customers being onboardedon a digital enabled service, and also highlights how customervalue dimensions change over the course of the service lifecycle.One important finding is that change in customer value perceptiondoes not follow a pattern and is highly individual and personal.This opens a discussion regarding the need for hyperpersonalizationin successful servitization, and the role of digitaltechnologies towards the same.

Artificial intelligence (AI) enables new capabilities for enterprises and accelerates business model innovation within firms.Although rightly poised, the penetration and adoption of AI technology across organizations and customer offerings appear tobe slower than expected. Using a literature review, this paper highlights that current value processes in the business model donot address different value aspects sufficiently in AI-driven business models. This is followed by literature mapping, clusteranalysis, and the assessment of value theories to propose an alternate process-oriented value framework (value-identification,value-manifestation & value-capture). This paper also conducts corpus assessment on reviewed articles to highlight that currentstudies concentrate more on value-manifestation and value-capture than value-identification. Finally, we discuss how AItechnology contributes towards different value dimensions of the proposed framework and the need for a more comprehensiveapproach to include value-identification, manifestation, and capture for accelerated adoption of artificial intelligencetechnology within business model innovation.