Purpose

This study aims to explore how different decision-making logics (DML) and organizational learning (OL) styles are used and combined by project managers to navigate the complexities of Digital Servitization (DS) and Digital Service Innovation (DSI) projects. Specifically, the research shows the impact and interplay between the two managerial levers OL and team-level DML, and how these influence and substitute each other.

Design/methodology/approach

It builds on a retrospective longitudinal study of project-level cases within a high-tech multinational company active in the aerospace industry and applies a systematic combining approach and narrative analysis of critical, decisive events. The research zooms in on the application of OL (i.e. adaptive versus generative learning) and DML (effectuation versus causation) while coping with the experienced complexity during the implementation process.

Findings

Teams seek relief from complexities during the DS/DSI journeys by combining different managerial levers over time. The paper develops a mid-range theory with propositions and outlines practical recommendations.

Research limitations/implications

This study’s research limitations include its single-sector focus and reliance on a small number of case studies, which does not allow generalization across industries or different contexts. Future research should explore diverse industries and incorporate broader quantitative methods to validate the proposed managerial frameworks.

Originality/value

A framework describing how managers alternate DML and OL styles during their DS/DSI transitions is developed. Contrary to earlier belief, the alternations of logics and styles do not follow a “predetermined sequence” as planned but are developing rather in a flexible, recurrent and emergent manner.

中文翻译：

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释放数字服务化和服务创新的潜力：决策逻辑和组织学习如何应对实施流程的复杂性

 目的

本研究旨在探讨项目经理如何使用和组合不同的决策逻辑 （DML） 和组织学习 （OL） 风格来驾驭数字服务化 （DS） 和数字服务创新 （DSI） 项目的复杂性。具体来说，该研究显示了 OL 和团队层面 DML 这两个管理杠杆之间的影响和相互作用，以及它们如何相互影响和替代。

设计/方法/方法

它建立在对一家活跃于航空航天业的高科技跨国公司的项目级案例的回顾性纵向研究之上，并应用系统的组合方法和对关键、决定性事件的叙述性分析。该研究放大了 OL（即自适应学习与生成学习）和 DML（效果与因果关系）的应用，同时应对实施过程中经历的复杂性。

 发现

团队在 DS/DSI 旅程中通过随着时间的推移结合不同的管理杠杆来寻求缓解复杂性。本文提出了一个带有命题的中档理论，并概述了实用的建议。

研究局限性/影响

本研究的研究局限性包括其单一部门的关注点和对少量案例研究的依赖，这不允许跨行业或不同背景进行推广。未来的研究应探索不同的行业，并结合更广泛的定量方法来验证拟议的管理框架。

 原创性/价值

开发了一个框架，描述管理器在 DS/DSI 过渡期间如何交替 DML 和 OL 样式。与早期的看法相反，逻辑和风格的交替并没有按照计划遵循“预定的顺序”，而是以一种灵活的、反复的和紧急的方式发展。