This paper explores how small and medium-sized enterprises (SMEs) can orchestrate internal and external resources and capabilities to achieve platform-based servitization, offering practical recommendations to navigate the tensions and challenges associated with this transformation. The study employs a case study methodology based on 16 in-depth interviews with internal personnel and external actors involved in the digital servitization journey of a SME in the food and beverage sector. The interviews reveal key resources, capabilities, tensions, and solutions associated with the servitization process. The findings reveal that successful digital servitization in SMEs requires a strategic orchestration of internal resources like physical assets and human capital with external contributions from ecosystem actors. Tensions include aligning organizational structures with digital goals, managing financial risks and addressing customer-related challenges. Solutions involve a phased transformation approach, top management commitment, critical assessment of internal resources, leveraging the ecosystem and orchestrating multi-actor collaborations. This paper contributes to the literature on digital servitization by focusing on the under-researched area of SMEs, offering empirical insights and practical recommendations. It highlights the importance of resources and capabilities and ecosystem integration in enabling SMEs to transition to service-oriented business models, providing a valuable roadmap for organizations embarking on a digital servitization journey.

This study evaluates the effectiveness of the B Impact Assessment (BIA) as a catalyst for integrating sustainability into industrial firms through a qualitative case study of LC Paper, the first B Corp-certified tissue manufacturer globally and a pioneer in applying BIA in the pulp and paper sector. Based on semi-structured interviews, organizational documents, and direct observation, this study examines how BIA influences corporate governance, environmental practices, and stakeholder engagement. The findings show that BIA fosters structured goal setting and the implementation of measurable actions aligned with environmental stewardship, social responsibility, and economic resilience. Tangible outcomes include improved stakeholder trust, internal transparency, and employee development, while implementation challenges such as resource allocation and procedural complexity are also reported. Although the single-case design limits generalizability, this study identifies mechanisms transferable to other firms, particularly those in environmentally intensive sectors. The case studied also illustrates how leadership commitment, participatory governance, and data-driven tools facilitate the operationalization of sustainability. By integrating stakeholder and institutional theory, this study contributes conceptually to understanding certification frameworks as tools for embedding sustainability. This research offers both theoretical and practical insights into how firms can align strategy and impact, expanding the application of BIA beyond early adopters and into traditional industrial contexts.