The purpose of this study is to explore organizational enablers of frontline employees’ (FLEs) service-sales ambidexterity (SSA) in industrial firms expanding their digital service portfolios.
The authors conducted a qualitative study of five industrial firms pursuing digital service growth and, for this purpose, collected and analyzed interview data obtained from 50 service and sales managers and FLEs across three continents.
The authors identify and explain eight organizational enablers of digital service-sales ambidexterity (DSSA), operating at the macro, micro and meso levels.
Service and sales managers should use the identified organizational enablers to exploit the established service business and to explore new digital growth paths.
The study expands the prior understanding of SSA by advancing the concept of DSSA, unpacking its multilevel dynamics and operationalizing eight organizational enablers.
