Introduction to the special issue: Digitalisation and servitisation in international entrepreneurship.
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| Authors: | Blesa-Pérez, Andreu1 (AUTHOR), Ripollés-Meliá, María1 (AUTHOR), Rialp-Criado, Alex2 (AUTHOR) alex.rialp@uab.cat, Rialp-Criado, Josep2 (AUTHOR) |
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| Source: | Journal of International Entrepreneurship. Jun2023, Vol. 21 Issue 2, p150-156. 7p. |
| Subject Terms: | *Customer cocreation, *Entrepreneurship, *Strategic planning, *Small business, Digital technology |
| Abstract: | Additionally, SMEs are usually characterized by running a rather traditional, firm- or product-centric business model, with lower flexibility in their operations because of their largely dominant offline condition (Kollmann et al. [16]), which makes it quite difficult to pursue international opportunities through servitized processes (Behl et al. [2]; Piqueras [21]; Stallkamp and Schotter [25]). Prior studies have given significant focus to the transition towards more servitized business models and have broadly assumed that firms follow a transformational path along a product-to-service continuum (Lenka et al. [18]). "New post-COVID-19 reality" (Zahra [32]) seems to increasing demand for further customer online integration in the global value creation processes and digital-based business (re)modelling innovation processes such as introducing servitisation in (international) entrepreneurial firms' business models. On the other hand, the scalability of the value-adding services that compose the product-service systems offered by servitized firms is often limited (Wang et al. [29]). [Extracted from the article] |
| Database: | Entrepreneurial Studies Source |
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| Abstract: | Additionally, SMEs are usually characterized by running a rather traditional, firm- or product-centric business model, with lower flexibility in their operations because of their largely dominant offline condition (Kollmann et al. [16]), which makes it quite difficult to pursue international opportunities through servitized processes (Behl et al. [2]; Piqueras [21]; Stallkamp and Schotter [25]). Prior studies have given significant focus to the transition towards more servitized business models and have broadly assumed that firms follow a transformational path along a product-to-service continuum (Lenka et al. [18]). "New post-COVID-19 reality" (Zahra [32]) seems to increasing demand for further customer online integration in the global value creation processes and digital-based business (re)modelling innovation processes such as introducing servitisation in (international) entrepreneurial firms' business models. On the other hand, the scalability of the value-adding services that compose the product-service systems offered by servitized firms is often limited (Wang et al. [29]). [Extracted from the article] |
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| ISSN: | 15707385 |
| DOI: | 10.1007/s10843-023-00337-2 |
