Digital servitization in digital enterprise: Leveraging digital platform capabilities to unlock data value

Abstract

Existing research has not clearly defined digital platform capabilities or explained how they unlock data value, limiting the understanding of digital servitization in digital enterprises. Therefore, our study draws upon the Dynamic Capability Theory and employs an exploratory, in-depth single case study approach to bridge this research gap. We identify three key digital platform capabilities: data integration capability, data analytics capability, and data productization capability. Our results demonstrate that these capabilities function as “reservoirs,” “catalysts,” and “pipelines” in a specific iterative sequence to unlock data value, thereby facilitating the successful implementation of digital servitization in digital enterprises. Furthermore, these capabilities are interconnected, collectively forming a dynamic capability—digital platform capability—that unlocks data value by integrating and reconfiguring data resources. Additionally, we delineate the differences in digital servitization between digital enterprises and traditional manufacturers across three dimensions: motivation, key service design activities, and benefits. Our findings enrich the existing literature on digital platform capabilities and data value while expanding the research scope of digital servitization from the perspective of digital enterprises.