Digital service orientation: unlocking servitization in service operations and service sales
基于534份调查数据，用模糊集定性比较分析（fsQCA）揭示了服务运营和销售部门中激发数字服务导向的四种惯例要素组合，并识别出三种跨职能模式，为管理者推动服务化提供实用工具。
Purpose Manufacturers increasingly harness digital technologies in their servitization efforts. However, the research has mainly focused on higher-level aspects of servitization, often overlooking the role of organizational routines at the firm-customer interface. This especially concerns two key customer-facing functions, service operations and service sales. This study explores how digital service orientation can be induced within these units’ organizational routines. Design/methodology/approach Survey data from 534 respondents (270 in service operations and 264 in service sales) from a market-leading manufacturing corporation implementing a digital service strategy were analyzed with a fuzzy-set qualitative comparative analysis (fsQCA). Findings The analysis uncovers alternative configurations of routine elements that induce digital service orientation in customer-facing units. These configurations combine four core routine elements: technology foresight, adaptability, agility, and rule-bending. Notably, distinct cross-functional patterns—assertive, responsive, and nimble—emerge across service operations and sales. Practical implications For managers, the cross-functional patterns offer a useful tool for inducing digital service orientation across customer-facing functions. Originality/value This exploratory study advances servitization research by identifying cross-functional patterns that induce digital service orientation. The findings reveal a surprising degree of homogeneity between service operations and sales, with greater alignment than previously assumed. This study also highlights the role of rule-bending in managing the often-overlooked tensions inherent in digital service strategies. Additionally, it points to a more limited role of customer focus, particularly in the context of intermediate services.