Pathways to Digital Service Innovation: The Role of Digital Transformation Strategies in Established Organizations

Abstract Digital technologies are radically changing how established organizations design novel services. transformation (DT) strategies executed to manage the transition from product-centric service-centric business models based on digital technologies. However, little is known about what configurations of DT lead successful service innovation (DSI) in organizations. We employ fuzzy-set Qualitative Comparative Analysis a set 17 case studies with different industry backgrounds. identify several distinct that and unsuccessful DSI. Based these configurations, we deduce threat disruption negatively impacts an organization’s activities. Furthermore, find strategic partnerships can be leveraged by face imminent while competitive advantages may rely “do-it-yourself” approaches. Lastly, involvement C-level executive necessary requirement for Our results contribute theory integrating research DSI DT, providing perspective failure, employing configurational approach allows us highlight interdependencies between factors as well insights into individual factors. provide actionable recommendations executives.