Background  AI adoption is increasing, and the highest increase of AI is seen in service functions, followed by product applications. Moreover, the patent filing is rapidly increasing showing high interest in the technology. Product-based firms developing AI technology may need to develop their business model as a result of the introduction of AI. Research aim This thesis aims to explore how product-oriented companies innovate the business model based on AI development. More specifically, how these technological opportunities can, create value, deliver value, and capture value as a result.    Method This thesis follows a qualitative strategy, mainly being explorative. The thesis follows a single case study approach of Axis Communications. Data collection was mainly conducted with semi-structured interviews. Findings The value creation of AI development is described based on functions and the value-added. The value delivery explores key capabilities of the data pipeline, algorithm development and partners. The value capture described the sales model and compares AI-related solutions with competitors. Conclusions The study concludes that AI-based solutions can be an attributing factor for a product-based company to innovate the business model towards a more service and partner-oriented business model. Keywords: Artificial intelligence, Internet of things, Digital servitization, Business model innovation, Business ecosystem

Over the last decades, studies have found that transformational drivers affect how firms innovate their business models (Chesbrough, 2010; Massa et al., 2016). In markets in which physical products become commodities, the servitization of business models is a transformational driver for firms (Wise & Baumgartner, 1999). For its part, digitalization increases the potential to reshape business models through novel use cases of technology (Yoo et al., 2010). Recently, digitalization was found to extend the opportunities from servitization through digital technologies as digital servitization (Paschou et al., 2020). Digital servitization describes a firm’s shift from product-centric offerings to service-centric offerings with the help of novel IT assets (Naik et al., 2020). The manufacturing industry provides promising examples of firms with portfolios of physical offerings that might undergo such a transformational shift (Baines et al., 2017). So far, digital servitization research focuses primarily on four topics: re-defining the notion of servitization in the context of digitalization, identifying digital servitization value drivers, linking the transformation to specific technologies, and deriving how novel service offerings arise (Paschou et al., 2020; Zhou & Song, 2021). Despite the breadth of digital servitization research, how firms can shift to service-centric offerings remains unclear (Kohtamäki et al., 2019). Specifically, research lacks studies on the prerequisites and mechanisms that link theory with evidence on achieving IT-enabled service innovation (Paschou et al., 2020). Further, how firms must organize to build and operate IT-enabled services around these technologies remains unclear (Paschou et al., 2020). In a recent report on the manufacturing industry, practitioners confirm these gaps and associate them with a lack of managerial and technical knowledge (Illner et al., 2020). A theoretical lens that helps to address these shortcomings is the knowledge-based theory. It suggests that knowledge is the primary rationale, so that a firm benefits from its assets (Grant, 1996b; Nonaka, 1994). The knowledge-based theory understands a capability as a directed application of knowledge in a firm’s activities (Grant, 1996b; Nonaka, 1994). In the context of digitalization, firms require IT capabilities based on knowledge of how to capitalize on IT assets (Lee et al., 2015). Digital servitization research finds that IT capabilities are critical for identifying, adapting, and exploiting IT-enabled service innovations (Johansson et al., 2019). Still, little extant research informs firms that undergo digital servitization about which IT capabilities can help to strengthen their competitive advantage (Coreynen et al., 2017). Even though IT capabilities may be necessary for success in innovating IT-enabled services, the required knowledge needs to be disseminated effectively throughout an organization (Foss et al., 2014; Grant, 1996a; Nonaka, 1994). The organizational control theory offers a theoretical perspective about knowledge dissemination mechanisms, which can be horizontal or vertical (Ouchi, 1979). Horizontal knowledge dissemination mechanisms depend on codifying processes in rules or measuring process outputs through indicators, while the locus of exerting these rules and indicators determines the vertical knowledge dissemination. The IT innovation and IT governance literature refers to these knowledge dissemination mechanisms as formalization of IT activities and centralization of IT decision-making (Weill, 2004; Winkler & Brown, 2013; Zmud, 1982). However, how to orchestrate knowledge, particularly for IT capabilities, in firms that undergo digital servitization is not yet clear (Kohtamäki et al., 2019; Münch et al., 2022; Sjödin et al., 2020). Against this background, this dissertation addresses how manufacturers organize their IT capabilities while encountering the transformational drivers of digital servitization by answering the following overarching research question: How can manufacturers organize their IT capabilities to capitalize on digital servitization? (References to be found in the full text):List of abbreviations in synopsis............................................................................................................V Part I: Synopsis of the dissertation..........................................................................................................11 Motivation.......................................................................................................................................12 Research design...............................................................................................................................22. 1Conceptual approach and research objectives....................................................................22. 2Research methodologies and methods................................................................................4 3Structure of the dissertation.............................................................................................................5 3.1Systematization of the papers.............................................................................................5 3.2Paper1: Revisiting the concept of IT capabilities in the era of digitalization....................7 3.3Paper2: Short and sweet –Multiple mini case studies as a form of rigorous case studyresearch...............................................................................................................................9 3.4Paper3: Linking IT capabilities and competitive advantage of servitized business models..........................................................................................................................................11 3.5Paper4: From selling machinery to hybrid offerings –Organizational impact of digitalservitization on manufacturing firms................................................................................11 3.6Paper5: Manufacturers’ IT-enabled service innovation success as a multifacetedphenomenon: A configurational study..............................................................................13 3.7Paper6: The missing piece –Calibration of qualitative data for qualitative comparativeanalyses in IS research......................................................................................................14 3.8Paper7: Prerequisites and causal recipes for manufacturers’ success in innovating ITenabled services................................................................................................................16 4Conclusion.....................................................................................................................................19 4.1Resultssummary...............................................................................................................19 4.2Contributions....................................................................................................................20 4.2.1Theoretical contributions......................................................................................20 4.2.2Methodological contribution................................................................................21 4.2.3Practical contribution............................................................................................21 4.3Limitations and future research........................................................................................22 5References.....................................................................................................................................24 Part II: Papers of the dissertation...........................................................................................................29 Paper1: Revisiting the concept of IT capabilities in the era of digitalization.......................................30 Paper2: Short and sweet –Multiple mini case studies as a form of rigorous case study research.......41 Paper3: Linking IT capabilities and competitive advantage of servitized business model..................64 Paper4: From selling machinery to hybrid offerings –Organizational impact of digital servitization on manufacturing firms......................................................................................................................80 Paper5: Manufacturers’ IT-enabled service innovation success as a multifaceted phenomenon: A configurational study...................................................................................................................108 Paper6: The missing piece –Calibration of qualitative data for qualitative comparative analyses in IS research........................................................................................................................................119 Paper7: Prerequisites and causal recipes for manufacturers’ success in innovating IT-enabled services.....................................................................................................................................................136 Overview of the digital appendix on CD.............................................................................................174

Purpose - This study aims to understand what paradoxical tensions arise within an ecosystem when companies collectively pursue digital servitization and how these tensions impact value co-creation. Method -  The study is an explorative single-case study based on the mining industry in Sweden and involves respondents from industry-leading organizations. A total of 30 interviews were conducted and analyzed through a thematic analysis. Findings – Our study has identified five paradoxical tensions that arise during the process of digital servitization in ecosystems. These tensions are the paradox of competition and cooperation, the tension between IP sharing and control preservation, the tension of skill transition and reluctance to change, the tension between traditional identity and digital identity, and the need to balance data access and data security. The findings also identified the impact that the tensions have on value co-creation. Theoretical contributions – Our study demonstrates the intricate nature of tensions within ecosystems, revealing their multifaceted origins stemming from factors such as ecosystem coopetition, organizational identity dynamics, and data utilization practices. Additionally, we highlight that these tensions can manifest at two levels: within organizations and between ecosystem partners. Our research provides a more nuanced understanding of the complex and multi-faceted nature of tensions in ecosystems. Managerial contributions – This study provides valuable insights for managers of the impact on value co-creation of paradoxical tensions within a digital servitization ecosystem. We highlight the significance of recognizing and addressing tensions in ecosystem collaborations. By unpacking the complexity of tensions, we contribute to mitigating conflicts and enhancing the effectiveness of business ecosystems in practical settings. Limitations – This research is based on a single case study in the mining industry. Therefore, there are opportunities for future research to investigate the applicability of the findings in other industrial contexts. / Syfte - Denna studie syftar till att förstå vilka paradoxala spänningar som uppstår inom ett ekosystem när företag gemensamt strävar efter digital tjänstefiering och hur dessa spänningar påverkar värdeskapande. Metod - Studien är en utforskande fallstudie baserad på gruvindustrin i Sverige och involverar respondenter från ledande organisationer inom branschen. Totalt 30 intervjuer genomfördes och analyserades genom tematisk analys. Resultat - Vår studie har identifierat fem paradoxala spänningar som uppstår under processen med digital tjänstefiering i ekosystem. Dessa spänningar är paradoxen mellan konkurrens och samarbete, spänningen mellan delning av immateriella tillgångar och bevarande av kontroll, spänningen mellan färdighetsövergång och motvilja till förändring, spänningen mellan traditionell identitet och digital identitet samt behovet av att balansera åtkomst till data och datasäkerhet. Resultaten identifierade även hur spänningarna påverkar värdeskapande. Teoretiskt bidrag - Vår studie visar den komplexa naturen av spänningar inom ekosystem, och avslöjar deras mångfacetterade ursprung från faktorer som ekosystemets samverkan och konkurrens, organisationers identitetsdynamik och praxis för dataanvändning. Dessutom betonar vi att dessa spänningar kan yttra sig på två nivåer: inom organisationer och mellan ekosystempartners. Vår forskning ger en mer nyanserad förståelse för spänningarnas komplexa och mångfacetterade natur i ekosystem. Praktiskt bidrag - Denna studie ger värdefulla insikter för ledare om påverkan av paradoxala spänningar på värdeskapandet inom ett digitalt tjänstefierings-ekosystem. Vi belyser vikten av att erkänna och hantera spänningar i ekosystemssamarbeten. Genom att avveckla komplexiteten i spänningar bidrar vi till att mildra konflikter och öka effektiviteten hos affärs-ekosystemen i praktiska sammanhang. Begränsningar - Denna forskning baseras på en fallstudie i gruvindustrin. Därför finns det möjligheter för framtida forskning att undersöka tillämpbarheten av resultaten i andra industriella sammanhang.

This master thesis was conducted at a large Swedish manufacturer, where the perception on and challenges regarding digital transformation were studied. Digital technology is a gateway to numerous possibilities, simplifying production, altering products and creating new value offers. This study is focused on commercial digitalization, such as digital services and solutions that challenge or strengthens existing business models. A manufacturing firm, accommodated with the development of physical products is not adapted for the speed, flexibility and cross-functional collaboration which digital development requires. Though, the digital business area for a manufacturing firm is somewhat unresolved, with limited knowledge and guidelines as well as uncertain profitability. Reallocating resources from existing business towards digital development can thus be risky. Evidently, development of digital initiatives within a manufacturing firm requires high pace, support, structures and clarified roadmaps. Synergies from cross-market collaboration are important, but it can also increase complexity and tardiness in a large organization. Based on findings from this study, a manufacturer should alter its organizational structure to benefit their digital transformation. Speed should be prioritized over collaboration and traditional development should increasingly focus on business and consumer contact rather than technology. A common back end function should be increasingly utilized, developing digital technology for the whole organization, to ensure unanimity and simplifying development of similar initiatives. Digital initiatives tightly connected to products or existing business models should be developed within the corresponding functions. Support and inspiration towards digital development should derive from a holistic function that can aid and guide the whole organization. This function should also be responsible for digital initiatives that differentiate from traditional business. Increasing experience and proactively develop digital solutions will be important to stay ahead of competition and fulfill customer demands. / Denna masteruppsats utfördes hos ett stort svenskt tillverkningsföretag, där uppfattning om och utmaningar kring digital transformation studerades. Digital teknik öppnar upp för otaliga möjligheter, förenklar produktion, förbättrar produkter och skapar nya värdeerbjudanden. Denna studie fokuserar på kommersiell digitalisering, så som komplementerande tjänster och lösningar som utmanar eller stärker existerande affärsmodeller. En produkttillverkare, van vid utvecklingen av fysiska produkter är inte anpassad till den snabbhet, flexibilitet och det samarbete mellan affärsfunktioner som digital utveckling behöver. Det digitala marknadsområdet är dessutom osäkert, med begränsningar i erfarenhet, riktlinjer och osäker lönsamhet. Omdisponering av resurser från existerande affärsverksamhet kan därför vara farligt. Bevisligen behöver digital utveckling inom ett tillverkande företag snabbhet, stöd, strukturering och tydliga mål. Synergier från samarbete mellan kundgrupper i en organisation är viktigt, men kan också öka komplexitet och tröghet i ett stort företag. Baserat på studiens resultat bör ett tillverkningsföretag anpassa sin organisationsstruktur till fördel för digital transformation. Snabbhet bör prioriteras framför marknads-överskridande samarbete och mer traditionella instanser borde öka fokus på utveckling av affärsmodeller och kundrelationer. En gemensam back end instans borde användas i större grad genom att utveckla digital teknologi för hela organisationen. Detta skulle skapa enighet, minska duplicering och förenkla utvecklingen av likartade projekt. Digitala initiativ som är kopplade till fysiska produkter eller nuvarande affärsmodell borde utvecklas tillsammans med dessa. Stöd och inspiration för digital utveckling borde komma från en holistisk instans som kan stötta och ledsaga hela organisationen. Denna instans bör även vara ansvarig för att utveckla mer radikala digitala initiativ. Att öka erfarenhet och att proaktivt arbeta för digital utveckling kommer vara mycket viktigt för att motstå konkurrens och uppfylla kundkrav.

Sustainability is one of the mega trends that is emerging nowadays. It is built on protecting our planet and its resources. Agenda 2030 is a universal call to action, which demonstrates the significance of moving towards sustainability in three different areas of environmental, social, and economic at the international level. One of the focal points of environmental sustainability deals with climate change due to using fossil fuels and greenhouse gas emissions. Sweden aims to be one of the world’s first fossil-free nations, and its initiative Fossil Free Sweden offers roadmaps in different sectors to accomplish this goal. Growing the service business through using digital technologies is a strategy many companies tend to in the fast-changing world. Although it potentially leads to competitive advantage and enhancing revenues, it is a challenging situation, particularly for industrial firms. This study seeks to consider a more holistic view regarding the transition that companies need to take by 2030 in pursuing digital servitization and at the same time becoming fossil fuel free. Surviving the transition can not happen without revising business models and exploring new business opportunities. To address this issue, an explorative case study is performed in a manufacturing company in the construction equipment industry to collect, analyze and frame the existing knowledge in digital servitization and business model, moreover, to identify the factors that industrial firms should consider in improving their service business in the transition towards fossil-free society. To do so, 1) a set of coproduction sessions are held in the case company with advanced engineering and researchers, 2) as well an online survey is distributed inside the case company, to collect valuable knowledge and practical insight. The outcome of the research is a framework that can be used as a practical guide to support firms in the transition towards digital servitization and help them to figure out their current position in case of offerings and business models and plan for the next steps and new opportunities. In addition, six important factors with their sub-factors are offered accompanied by six general guidelines that firms should consider in their journey towards the transition.

Background: To remain competitive in Industry 4.0, B2B suppliers must develop new and increasingly advanced digital services by incorporating AI. However, although being of interest to practitioners, academic research on successful AI implementation in B2B functional domains is lacking. Consequently, academics have stressed the importance of developing comprehensive frameworks within B2B marketing to accelerate the creation of strategic roadmaps for AI implementation. Purpose: The purpose of this study is to explore how AI can be utilized to enhance digital servitization, according to the perspectives of one supplier and several of its customers. The aim is to provide a framework that can assist practitioners in implementing value-adding AI services. Method: To fulfill the exploratory purpose of this study, a qualitative single-case research design was applied. The empirical data was collected through twelve in-depth semi-structured interviews.  Utilizing an inductive approach, the data has been analyzed and interpreted through a thematic analysis. Conclusion: Incorporating a complete S-D logic mindset by implementing the AI solution based on all five axioms was found to enhance digital servitization. A model displaying various servitization activities connected to these axioms arose, emphasizing their collective impact. Additionally, suppliers may enhance digital servitization through the implementation of AI by engaging in three transformational mechanisms, namely customization, automation, and agile co-development.

Potenziell disruptive Technologien sind schwer zu vermarkten, weil sie mit Werten verbunden sind, die für etablierte Unternehmen neu sind. Ohne geeignete Geschäftsmodellinnovation gelingt es den etablierten Unternehmen nicht, neue, potenziell disruptive Technologien auf den Markt zu bringen. Die aufkeimende Literatur über disruptive Innovationen bietet nur begrenzte Empfehlungen zu spezifischen Geschäftsmodellelementen, die dazu dienen können, potenziell disruptive Technologien zu integrieren. Um diese Forschungslücke zu schließen, wird in dieser Arbeit untersucht, wie große Pharmaunternehmen Biotechnologien in die Gestaltung ihrer Geschäftsmodellinnovation einbezogen haben, um erfolgreiche Elemente der Geschäftsmodellgestaltung zu ermitteln. Es wird ein qualitativer Forschungsansatz gewählt, der aus drei Studien besteht. Zunächst werden nach einer systematischen Literaturrecherche zur Geschäftsmodellforschung in der pharmazeutischen Industrie 45 Arbeiten ausgewählt und qualitativ ausgewertet. Zweitens werden qualitative halbstrukturierte Interviews mit 16 Experten in großen Pharmaunternehmen geführt. Die Transkripte werden mit der Methode der Qualitativen Inhaltsanalyse ausgewertet. Schließlich wird eine Clusteranalyse durchgeführt, um den von allen digitalen Angeboten großer Pharmaunternehmen vorgeschlagenen und gelieferten Wert zu ermitteln. In dieser Arbeit werden erstmals zwei Geschäftsmodelle großer Pharmaunternehmen aus der Zeit vor und nach der Einführung der Biotechnologien beschrieben. In dieser Arbeit wird argumentiert, dass für die Anpassung an potenziell disruptive Technologien folgende Geschäftsmodellelemente empfohlen werden: Kollaborationsportfolios und digitale Servitisierung. Erstens sollten etablierte Unternehmen ein Portfolio von Kooperationsformaten entwickeln, indem sie die Breite der Partner (einschließlich der Wettbewerber) diversifizieren und alle Aktivitäten in ihrer Wertschöpfungskette abdecken. Zweitens sollten die etablierten Unternehmen den Wert, den sie anbieten, und die Art und Weise, wie sie diesen Wert für etablierte und neue Kundensegmente bereitstellen, innovativ gestalten, indem sie ihre Produkte mit ergänzenden Dienstleistungen bündeln, insbesondere mit solchen, die digital ermöglicht werden. Digitale Dienstleistungen dienen dazu, die Bedürfnisse der Kunden mit denen des Herstellers zu verknüpfen. Neben der Weiterentwicklung der Theorie über disruptive Innovationen können die empfohlenen Elemente des Geschäftsmodells von führenden mittelständischen Pharmaunternehmen (z. B. Fresenius oder Servier) und Unternehmen aus anderen Branchen direkt genutzt werden, um andere potenziell disruptive Technologien zu vermarkten. Diese Forschung unterstützt politische Entscheidungsträger bei der Entwicklung von Strategien zur Förderung der Kommerzialisierung potenziell disruptiver Innovationen in ihrem spezifischen Kontext. / Potentially disruptive technologies are challenging to commercialize because they are associated with values new to established firms. Without fitting business model innovation, incumbent firms fail to bring new potentially disruptive technologies to the market. The burgeoning literature on disruptive innovation provides only limited recommendations on specific business model elements that can serve to accommodate potentially disruptive technologies. To close this research gap, this thesis explores how big pharmaceutical firms accommodated biotechnologies in the design of their business model innovation to discover successful business model design elements. A qualitative research approach consisting in three studies is adopted. First, following a systematic literature review on business model research in the pharmaceutical industry, 45 papers are selected and qualitatively analyzed. Second, qualitative semi-structured interviews are conducted with 16 experts in big pharmaceutical firms. The transcripts are analyzed using the qualitative content analysis method. Finally, a cluster analysis is conducted to identify value proposed and delivered by all digital offers of big pharmaceutical firms. This thesis is the first to describe two business model designs of big pharmaceutical firms from before and since the accommodation of biotechnologies. This research argues that business model designs recommended for the accommodation of potentially disruptive technologies are collaboration portfolios and digital servitization. First, established firms should devise a portfolio of collaboration formats by diversifying breadth of partners (including competitors), and by covering all activities in their value chain. Second, incumbent firms should innovate in the value they offer and how they deliver it to mainstream and new customer segments though bundling their products with complementary services, especially those that are digitally enabled. Digital services serve for back-coupling customers’ needs with the producer. Besides advancing theory on disruptive innovation, the recommended business model design elements can be directly used by top midsize pharmaceutical firms (e.g., Fresenius or Servier) and firms from other industries to commercialize other potentially disruptive technologies. This research supports policy makers in devising strategies for the promotion of the commercialization of potentially disruptive innovations in their specific contexts.

Purpose - The purpose of the thesis is to attend to apparent knowledge gaps in digital servitization andecosystem orchestration literature concerning: (1) understanding of the internal role distribution when orchestrating ecosystems in digital servitization; (2) need for increased knowledge on the capabilities required for ecosystem orchestration. To fulfill this purpose, the following objective was derived: how procurement can develop dynamic capabilities to orchestrate ecosystem-organization collaboration in digital servitization. Method - This thesis is built on a qualitative methodology using an inductive approach. Utilizing multi-actorperspectives on a single case study on a leading global manufacturing firm within the vehicle and transport industry. The studied procurement function within the case firm is currently in an early phase of building ecosystem collaborations to support the firm's overall digitalization and servitization journey. More than 40 interviews were conducted spanning across: various roles within the procurement function, various roles across other functions within the case firm tied to the procurement function, as well as other external actor's viewpoints. The interviews were analyzed through a thematic analysis approach. Findings - By building on the well-established dynamic capabilities perspective as a theoretical lens, the findings of this thesis reveal nine sets of capabilities within the respective clusters sensing, seizing, and reconfiguring. In addition, four groups of underlying preconditions, referred to as enablers, were identified. We combine these insights into a framework underscoring the need for both capability development but also supporting enablers for successful development and utilization of said capabilities. The framework thus summarizes our key findings whilst illustrating interdependencies between the identified capabilities and enablers, showcasing that procurement must both develop routines and leverage the enablers, to successfully transition into a role in which they orchestrate ecosystem-organization collaboration. Implications - Through empirically explicating key capabilities, enablers and their interdependence, our thesis provides broad implications for management and strategy research relating to dynamic capabilities for orchestrating ecosystems in digital servitization. Furthermore, we also contribute to the scarce literature on procurement tied to these research streams. Additionally, our findings carry implications for procurement managers guiding them in how to strategically adjust to the continuously transformative industry landscape shaped by the trends digitalization, servitization and their interplay. This through rethinking the role of procurement as an orchestrator for innovation and value co-creation within the organization as well asassociated ecosystems, as well as paving the path for transitioning into such a role. Limitations and future research - This thesis is generally bound to a single case study within a set industry segment, at an early phase of rethinking procurement and ecosystem collaborations. Further research is suggested to validate our findings through larger datasets, other study methodologies and expand into other contexts. For instance, focusing on cross-industry comparisons or analyzing procurement's role and capability needs depending on the different stages of ecosystem evolution. To drive a truly dynamic firm, we further suggest investigating what role different internal functions (e.g., sales, engineering, IT) with benefit can undertake in the ecosystem depending on varying ecosystem actors, structure and maturity.

Sinkende Margen und zunehmender internationaler Wettbewerb schränken das Umsatzwachstum im klassischen Produktgeschäft produzierender Unternehmen ein. Services rücken als Umsatztreiber immer mehr in den Fokus. Gleichzeitig bietet die Digitalisierung neue Geschäftsmöglichkeiten durch digitale Serviceangebote. Datenbasierte Wertschöpfung und digitale Services in Form von (plattformbasierten) Software-Lösungen und Apps spielen für Industrieunternehmen eine Schlüsselrolle, um zukünftig wettbewerbsfähig zu bleiben. Dadurch können Unternehmen ihren Kunden passgenaue intelligente Lösungen als hybride Kombinationen aus Produkten, Services und Software (Produkt-Service-Software-Systeme) anbieten, die den Kundenprozess vereinfachen und operative sowie wirtschaftliche Risiken mindern. Um entsprechend komplexe Geschäftsmodelle zu realisieren, müssen Unternehmen über eigene Firmengrenzen hinaus zusammenarbeiten und Ressourcen und Fähigkeiten zur gemeinsamen Wertschöpfung innerhalb von Ökosystemen koordinieren. Vor diesem Hintergrund sind Unternehmen mit Herausforderungen bei der Anpassung ihrer bestehenden Geschäftsmodelle und der Entwicklung neuer Angebote konfrontiert. Die Dissertation befasst sich mit der Frage, wie Industrieunternehmen den Wandel von Geschäftsmodellen im Zuge von Servitization und Digitalisierung bewältigen und erfolgreich digitale Angebote im Kontext des IoT aufbauen und gestalten. Im Rahmen mehrerer empirischer Studien wird untersucht, wie Industrieunternehmen ihr klassisches Produktgeschäft um digitale Angebote erweitern und dadurch ihren Umsatz steigern.:Wissenschaftlicher Werdegang des Verfassers I Bibliographische Beschreibung II Vorwort III Inhaltsverzeichnis IV Abbildungsverzeichnis VII Tabellenverzeichnis IX Abkürzungsverzeichnis XI 1 Einleitung 1 1.1 Motivation 1 1.2 Zielstellung der Dissertation 2 1.3 Forschungsfragen 3 1.4 Aufbau der Dissertation 3 1.5 Übergreifendes Forschungsdesign 4 2 Grundlagen 8 2.1 Literaturüberblick 8 2.2 Digital Servitization 21 2.2.1 Servitization 22 2.2.2 Digitalisierung 25 2.2.3 Konvergenz von Servitization und Digitalisierung 31 2.3 Wertschöpfung in Ökosystemen 40 2.3.1 Unternehmensübergreifende Wertschöpfung 40 2.3.2 Ökosystem-Konzept 41 2.3.3 Service-Ökosystem 45 2.3.4 Digitalisierung von Ökosystemen 46 2.4 Digitale Plattformen 46 2.4.1 Plattformdefinitionen und -perspektiven 50 2.4.2 Plattformarten 53 2.4.3 IoT-Plattformen 55 2.5 Plattformökosysteme 64 2.5.1 Definition von Plattformökosystemen 64 2.5.2 Akteure von Plattformökosystemen 65 2.5.3 Governance von Plattformökosystemen 71 2.5.4 Orchestrierung von Plattformökosystemen 75 2.5.5 Ausgestaltungsmöglichkeiten von Plattformökosystemen 77 2.6 Geschäftsmodelle 80 2.6.1 Geschäftsmodellkonzept 80 2.6.2 Geschäftsmodelle im Kontext Digital Servitization 82 3 Methodik 86 4 Wachstumspfade zur Überwindung des Digitalisierungsparadoxes 89 4.1 Zielstellung 89 4.2 Theoretischer Hintergrund 89 4.3 Methodisches Vorgehen 91 4.4 Ergebnisse 92 4.5 Implikationen & Diskussion 102 5 Geschäftsmodelldynamik zur Umsatzsteigerung durch digitale Angebote 104 5.1 Zielstellung 104 5.2 Theoretischer Hintergrund 104 5.3 Methodisches Vorgehen 107 5.4 Ergebnisse 111 5.5 Implikationen & Diskussion 120 6 Muster von Geschäftsmodellinnovationen zur Weiterentwicklung von IoT-Plattformen 124 6.1 Zielstellung 124 6.2 Theoretischer Hintergrund 124 6.3 Methodisches Vorgehen 126 6.4 Ergebnisse 130 6.5 Implikationen & Diskussion 139 7 Digital Servitization im Anwendungskontext grüner Wasserstoff 142 7.1 Einführung und Zielstellung 142 7.2 Theoretischer Hintergrund 143 7.3 Methodisches Vorgehen 144 7.4 Ergebnisse 149 7.5 Implikationen & Diskussion 166 8 Schlussbetrachtung 168 8.1 Wissenschaftlicher Beitrag der Dissertation 168 8.2 Praxisbezogener Beitrag der Dissertation 175 8.3 Limitationen und weiteres Forschungspotenzial 178 Anhang 181 Literaturverzeichnis 194 Selbständigkeitserklärung 231

Digital teknik används alltmer av företag för att utveckla sina erbjudanden, och framstegen inom området har haft en betydande inverkan på att företag omprövar och förändrar sina affärsmodeller. En viktig teknologi inom detta område är molntjänster (eng. Cloud Computing), som möjliggör lagring och tillhandahållande av information som en tjänst via internet. Inom molntjänster finns olika tjänstemodeller, och en av dem är Software-as-a-Service (SaaS). SaaS utgör en tredjedel av den totala mjukvarumarknaden och förväntas fortsätta växa inom industrin för internetbaserad mjukvara och tjänster. SaaS har potentialen att främja transformationen av affärsmodeller genom att introducera en ny logik för att skapa, leverera och fånga värde. För att lyckas med användningen av SaaS behöver tjänsteleverantören implementera och införa nya affärsmodeller. Trots att många företag strävar efter att utveckla digitala tjänster, upplever många företag svårigheter med att skapa verkligt kundvärde med sina digitala tjänster. Dessutom möter företagen utmaningar när det gäller att generera en lönsam intäktsström och bedöma vilken intäktsmodell som är lämpligast för tjänsten. Med grund i detta formulerades studiens syfte: att undersöka hur ett företag kan styra affärsmodellens utveckling mot ett SaaS-baserat erbjudande. En litteraturstudie genomfördes inom områdena affärsmodeller och affärsmodellsinnovation. I denna studie betraktas affärsmodellen som en modell bestående av tre komponenter: skapa, fånga och leverera värde, där varje komponent byggs upp av aktiviteter. Baserat på dessa teoretiska områden utvecklades en analysmodell. I litteraturstudien presenteras även tjänstefiering och digital tjänstefiering för att ge förståelse för drivkraften och relevansen av molntjänster. Studien utfördes som en flerfallsstudie av åtta företag som erbjuder en SaaS-lösning. Dessa företag är verksamma inom olika branscher och befinner sig på olika stadier i utvecklingen av sitt SaaS-erbjudande. Empirisk data samlades in genom 15 semistrukturerade intervjuer, där respondenterna var personer med relevant kompetens inom studieområdet. Studien visade att kunderna spelar en central roll i utvecklingen av affärsmodellen för en SaaS-baserad lösning. Kunden har särskild betydelse i de tidiga faserna av affärsmodellens utveckling, och deras påverkan på styrningen av affärsmodellens utveckling är av stor vikt. När det gäller affärsmodellens komponenter framkom det att komponenten för att fånga värde spelar en betydande roll i styrningen av affärsmodellens utveckling. Vidare har studien visat att mognadsgraden och vidareutvecklingen av affärsmodellens komponenter sker i en särskild ordning (skapa värde→leverera värde→fånga värde), där företagets mognadsgrad styr vilken affärsmodellskomponent deras utvecklingsaktiviteter fokuseras på. Studien visade också att utvecklingsprocessen mot en SaaS-baserad affärsmodell är en iterativ process, där det är svårt att undvika behovet av att aktivt iterera affärsmodellen mot kunder för att fortsätta utveckla den. / Digital technology is increasingly being used by companies to develop their offerings, and advances in the field have had a significant impact on businesses reconsidering and changing their business models. One important technology in this area is cloud computing, which enable the storage and provision of information as a service over the internet to customers. Within cloud services, there are different service models, and one of them is Software-as- a-Service (SaaS). SaaS accounts for one-third of the total software market and is expected to continue growing in the industry of internet-based software and services. SaaS has the potential to promote the transformation of business models by introducing a new logic for creating, delivering, and capturing value. To succeed in the use of SaaS, the service provi- der needs to implement and adopt new business models. Despite many companies striving to develop digital services, many of them struggle to create real customer value with their digital services. Additionally, companies face challenges in generating a profitable revenue stream and choosing the appropriate revenue model for their service. Based on this, the following purpose of the study was formulated: to investigate how a company can steer the development of its business model towards a SaaS-based offering. A literature review was conducted in the areas of business models and business model innovation. In this study, the business model is considered as a model consisting of three components: creating, capturing, and delivering value, where these components consist of activities. Based on these theoretical areas, an analytical model was developed. The litera- ture review also presents servitization and digital servitization to provide an understanding of the driving force and the relevance of cloud services. The study was conducted as a multiple case study of eight companies offering a SaaS so- lution. These companies operate in different industries and are at different stages in the development of their SaaS offering. Empirical data was collected through 15 semi-structured interviews, where the respondents were individuals with relevant expertise in the study area. The study showed that customers play a central role in the development of the business model for a SaaS-based solution. Customers have particular significance in the early stages of business model development, and their influence on the development of the business model is of great importance. Regarding the components of the business model, it emerged that the value capture component plays a significant role in guiding the development of the business model. However, the study has shown that the maturity and further develop- ment of the business model components occur in a specific order (value creation→value delivery→value capture), where the company’s maturity level determines which business model component their development activities focus on. The study also demonstrated that the development of a SaaS-based business model is an iterative process, where companies need to actively iterate their business model with customers to continue its development.