大型制造商如何将其商业模式数字化?协调工业生态系统的框架

IF 6.3 2区 管理学 Q1 BUSINESS
D. Sjödin, V. Parida, I. Visnjic
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引用次数: 23

摘要

对于制造商来说,保持竞争力取决于他们数字化商业模式的能力(即提供数字化和数字增强的产品和服务)。为了实现这一目标,他们必须与新的数字合作伙伴接触,并帮助现有供应商、合作伙伴和其他利益相关者实现数字化。协调这个不断增长的生态系统具有挑战性。制造商在这一努力中举步维艰,因为他们现有的传统商业模式存在特定的障碍,也与他们缺乏数字愿景、以产品为中心的价值链以及对以公司为中心的利润公式的偏见有关。为了克服这些障碍,领先的制造商开发了新的生态系统协调方法。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
How Can Large Manufacturers Digitalize Their Business Models? A Framework for Orchestrating Industrial Ecosystems
For manufacturers, remaining competitive depends on their ability to digitalize their business models (i.e., offer digital and digitally enhanced products and services). To achieve this, they must engage with new digital partners and help their existing suppliers, partners, and other stakeholders to digitalize. Orchestrating this growing ecosystem is challenging. Manufacturers struggle with this endeavor because of specific barriers associated with their existing legacy business model and related to their lack of digital vision, product-centric value chains, and a bias toward firm-centered profit formulas. To overcome these barriers, leading manufacturers have developed new approaches to ecosystem orchestration.
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来源期刊
CiteScore
18.40
自引率
3.00%
发文量
23
期刊介绍: California Management Review (CMR) serves as a vital link between academia and management practice, offering leading-edge research with practical applications. Edited at UC Berkeley’s Haas School of Business, CMR covers a wide range of management topics, including innovation, strategy, sustainable practices, and human resources. CMR ranks among the top management journals globally, distributing articles through outlets like Harvard Business School Publishing and SAGE Publishing. Focused on bridging academia and practice, CMR ensures that all articles are based on rigorous academic research while providing actionable insights for managers. In addition to regular issues, CMR publishes special issues and sections on relevant topics, often guest-edited by leading faculty. Recent special issues have covered dynamic capabilities, city innovation, big data, and intellectual property management.
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