Purpose: Digital service innovation (DSI) is a type of technological innovation that is recognized in practice in the innovation structure of companies. Given the breadth of digital technologies that enable digital services and the variety of these services, analysis is needed to discern the nature of these services, as well as the process that culminates in co-innovation. The literature on DSI is fragmented and spread across multiple research areas. This fragmentation impedes conceptualization of the elements that constitute DSI. This paper describes the nature of DSI through the process and elements of initiation, adoption and routinization of DSI in the context of digital service platforms (DSPs).Design/methodology/approach: This paper presents a single exploratory case study of a provider of a leading digital solution in customer relations. The data analysis is based on abductive reasoning.Findings: The paper conceptualizes the nature of DSI and describes the process and elements of DSI (phases, actors, functions and interactions). It contributes to building a common language for DSI research in service management. The analysis shows that DSI in DSPs is synonymous with co-innovation. This paper offers insight into how co-innovation occurs, using hybrid agile methodologies with the coordination of multiple actors and multilateral interactions.Originality/value: The originality and value of the study reside in its conceptualization and analysis of what is meant by DSI. The components of the service and the technological requirements for not only provision but also ideation and development appear to be inseparable. The study unveils the mechanisms that turn a digital service solution into a co-innovative proposal. This knowledge can facilitate scalability in digital services.

Off-site manufacturing is emerging as an advantageous production model in the construction industry. In recent years, many tier 1 construction companies are including off-site production as part of their portfolio. Likewise, this change of model is attracting new entrants to the sector. The shift from the traditional on-site construction model to off-site manufacturing is unleashing positive impacts on projects in terms of cost, time efficiency, sustainability, and improved quality. Nonetheless, this phenomenon has yet to be analysed from the perspective of how this change in production processes influences the inclusion of services in company business models. This study explores whether and how industrialisation arises as an enabler for servitization in the construction sector. By means of an in-depth case study, our research identifies different product-service system (PSS) typologies associated with industrial construction and reveals their potential to increase additional services. Furthermore, the research sheds light on how industrial construction provides an opportunity to integrate offers and features that work towards reducing the environmental impact of construction projects and the operation and maintenance of built assets.

The growing trend to develop product–service innovation (PSI) in manufacturing industries has forced firms to consider the real impact of adding services to their sales portfolio. Literature has shown that PSI implementation has heterogeneous effects on performance as it depends on the service development choice and the specific industry in which firms compete. Moreover, PSI implementation has differing effects on performance depending on the manufacturer’s position in the value ecosystem. Although the heterogeneous PSI–performance relationship has previously been studied in terms of its intensity, research has not yet examined whether services should support specific stages or the entire product lifecycle. For shedding light on this issue, a fuzzy-set qualitative comparative analysis (fsQCA) is carried out on a sample of Basque firms that operate in the machine manufacturing sector. This useful technique uncovers a set of specific service combinations that maximize manufacturers’ profit margin and ratio of solvency. As a result, this study is novel in analyzing the service provision over the entire product lifecycle and reveals that although some service complementarities do exist, single or bundled service specialization outperforms an integral and diversified service approach.

Psychological research on leadership has demonstrated that it achieves social impact, particularly in the improvement of working environments and organizational performance. The understanding of the organizational context of leader behavior and its different components is crucial to analyzing the impact of leadership in organizations. The purpose of this study is to identify and analyze the transformation and change of leadership skills and aptitudes before and after the implementation of an excellence EMBA program, particularly in relation to two components of the organizational context: (1) goals and purposes, and (2) people and groups. Data were collected from open-ended questionnaires completed by alumni and current participants in an Executive MBA program (EMBA) and enrolled in leadership courses. The emerging issues identified in the responses include themes linked to dialogic leadership and show that participants improve their leadership skills and aptitudes, advancing toward effective leadership and potential social impact in their organizations. The article concludes with a discussion identifying synergies with current developments of psychological research in leadership and the social impact of science.

Purpose: This study introduces a life cycle model of collaborative governance to explain the dynamic emergence, evolution and sustainable practices of collaborative initiatives, bridging theoretical and managerial gaps. Design/methodology/approach: The model is conceptualized by synthesizing and extending prominent frameworks in collaborative governance literature and other related fields. It is grounded in an extensive theoretical review to identify key stages, activities and feedback mechanisms that support effective collaboration. Findings: The model identifies five evolutionary stages – from pre-collaboration to sustainable collaboration – each defined by specific activities, transition mechanisms and conditions. Cross-cutting elements like leadership, trust-building and collective learning shape these transitions. It highlights critical intervention points, emphasizing planning, adaptability and institutionalization for long-term impact. Research limitations/implications: The model is conceptual and requires empirical testing across diverse contexts. Future studies could examine its applicability in different governance systems and its adaptability to varying political and institutional environments. Investigating underexplored stages like pre-collaboration and sustainable collaboration could further enrich its theoretical robustness. Practical implications: The model provides a structured approach for practitioners to initiate, design and sustain collaborative processes, emphasizing feedback mechanisms, adaptability and institutional support for long-term success. Originality/value: This study advances collaborative governance research by introducing a dynamic life cycle framework that (1) explicitly incorporates underexplored stages such as pre-collaboration and sustainable collaboration and (2) theorizes stage transitions and their managerial and institutional requirements. The model offers both theoretical insights and practical guidelines for designing, managing and sustaining collaborative efforts.

Purpose: This research aims to explore service readiness when offering new digital services (DS) in business-to-business (B2B) contexts, examining the dimensions and interdependencies between customer organizational readiness and manufacturer organizational readiness in digital service innovation (DSI).Design/methodology/approach: A qualitative single-case approach is used, focusing on an illustrative example to develop comprehensive insights. Through this approach, the study explores the perspectives of manufacturers and their customers, offering an in-depth understanding of organizational readiness for digital services (DS). The interview data were collected from one manufacturer and two customers.Findings: The study uncovers the multifaceted nature of DSI, introducing a novel concept termed “digital service readiness” (DSR). By examining the interdependencies between customer and manufacturer organizational readiness, the research identifies critical dimensions that influence digital service innovation strategies and collaboration in DSI. The insights gained from the study provide valuable knowledge for the effective implementation of digital services in B2B organizational contexts.Originality/value: The relevance of this research is highlighted by the observation that B2B firms are advancing with the adoption of DSI, despite not being adequately prepared from an organizational perspective. This study contributes to the DSI literature by introducing the concept of “digital service readiness” (DSR) and exploring its organizational dimensions and interdependencies from the perspectives of both customers and manufacturers. Finally, a theoretical model accompanied by a set of propositions is introduced.