Table 1 DS literature review table –... | Emerald Publishing

Table 1

DS literature review table – thematic focuses and theoretical lenses

Thematic focus	Main contributions	Theoretical lenses	References
Firm performance and strategic development	Identification of challenges and impact of DS on firm performance DS can have a positive correlation with firm performance though this is not guaranteed. The following elements can have a positive impact on firm performance: data analytics supporting the business model evolution, a proper relational governance strategy, a focused sales model and a sufficient digitization level, which contributes to the success of the strategy but also increases its complexity	Business Model Innovation Organizational Theory Strategic Management Value Chains	Gebauer et al. (2020a) Kohtamäki et al. (2019) Kohtamäki et al. (2020) Paiola and Gebauer (2020) Parida et al. (2019)
Organizational development	Investigation of organizational resources reconfiguration in support of DS complexity and the implementation of novel business models A competitive DS strategy relies on crucial capabilities: strong firm commitment, strategic agility, deployment of digitization and its fusion with service implementation, digital management capabilities and skills facilitating integration into customers' processes and the development of high-value services	Dynamic Capabilities RBV Value Co-creation	Bustinza et al. (2018) Coreynen et al. (2017) Frank et al. (2019) Hasselblatt et al. (2018) Saunila et al. (2019)
Supplier–customer relationships	Exploration of resources, strategies or relational approaches, which can support and optimize changing supplier–customer relationships Supplier–customer relationships are fundamental to DSTs and require among others a suppliers' ability to deploy unique resources to maintain its strategic position in the supply chain, a firm's ability to develop supplier–customer relational intimacy and informational openness and co-create with customers from the early stages of DST in an agile, iterative approach and customers readiness for advanced services, something manufacturers should promote	SCM Industrial Marketing Business Relationships	Grandinetti et al. (2020) Kamalaldin et al. (2020) Sjödin et al. (2020) Vaittinen and Martinsuo (2019) Vendrell-Herrero et al. (2017)
Networking development	Exploration of DST's impact on networks and existing relationships and an identification of shifts relating to DSTs For DST to be successful, certain capabilities must be shared among suppliers, customers and intermediaries. Digitalization capabilities, a shared service-oriented mindset and interfirm system integration are key. Within digital service ecosystems digitalization can both boost complexity as well as facilitate co-creation and cross-company coordination	SDL/Service Ecosystems TCA Dynamic Capabilities RBV Industrial Organization	Cenamor et al. (2017) Kohtamäki et al. (2019) Raddats et al. (2019b) Sklyar et al. (2019) Tronvoll et al. (2020)

Thematic focus	Main contributions	Theoretical lenses	References
Firm performance and strategic development	Identification of challenges and impact of DS on firm performance DS can have a positive correlation with firm performance though this is not guaranteed. The following elements can have a positive impact on firm performance: data analytics supporting the business model evolution, a proper relational governance strategy, a focused sales model and a sufficient digitization level, which contributes to the success of the strategy but also increases its complexity	Business Model Innovation Organizational Theory Strategic Management Value Chains	Gebauer et al. (2020a) Kohtamäki et al. (2019) Kohtamäki et al. (2020) Paiola and Gebauer (2020) Parida et al. (2019)
Organizational development	Investigation of organizational resources reconfiguration in support of DS complexity and the implementation of novel business models A competitive DS strategy relies on crucial capabilities: strong firm commitment, strategic agility, deployment of digitization and its fusion with service implementation, digital management capabilities and skills facilitating integration into customers' processes and the development of high-value services	Dynamic Capabilities RBV Value Co-creation	Bustinza et al. (2018) Coreynen et al. (2017) Frank et al. (2019) Hasselblatt et al. (2018) Saunila et al. (2019)
Supplier–customer relationships	Exploration of resources, strategies or relational approaches, which can support and optimize changing supplier–customer relationships Supplier–customer relationships are fundamental to DSTs and require among others a suppliers' ability to deploy unique resources to maintain its strategic position in the supply chain, a firm's ability to develop supplier–customer relational intimacy and informational openness and co-create with customers from the early stages of DST in an agile, iterative approach and customers readiness for advanced services, something manufacturers should promote	SCM Industrial Marketing Business Relationships	Grandinetti et al. (2020) Kamalaldin et al. (2020) Sjödin et al. (2020) Vaittinen and Martinsuo (2019) Vendrell-Herrero et al. (2017)
Networking development	Exploration of DST's impact on networks and existing relationships and an identification of shifts relating to DSTs For DST to be successful, certain capabilities must be shared among suppliers, customers and intermediaries. Digitalization capabilities, a shared service-oriented mindset and interfirm system integration are key. Within digital service ecosystems digitalization can both boost complexity as well as facilitate co-creation and cross-company coordination	SDL/Service Ecosystems TCA Dynamic Capabilities RBV Industrial Organization	Cenamor et al. (2017) Kohtamäki et al. (2019) Raddats et al. (2019b) Sklyar et al. (2019) Tronvoll et al. (2020)