Evolutionary trajectory of VCC models in servitization: A resource orchestration perspective

Servitization and co-creating value with stakeholders represents a critical trend in the development of contemporary manufacturing enterprises. Based on a longitudinal case study of the Haier Group, this research investigates how manufacturing firms drive the phased evolution of their value co-creation (VCC) model through resource orchestration actions during digital servitization. The study finds that Haier’s servitization journey progressed through three stages: Exploration, Development, and Deepening. In each stage, specific resource orchestration actions dynamically shaped the firm’s interactive structure with stakeholders, as reflected in the evolution of the DART (Dialogue, Access, Risk-assessment, Transparency) dimensions of VCC. Critically, the analysis reveals that a fifth, independent dimension – Value Redistribution (V) – emerges as the essential institutional mechanism to ensure the sustainability of advanced, networked VCC within ecosystems. The study contributes by integrating Resource Orchestration and VCC theories, proposing a dynamic framework (DART-V). It demonstrates that digital servitization is a process where firms build capabilities via resource orchestration, shape interaction via DART, and crucially, sustain the ecosystem through designed, fair value redistribution mechanisms. The study also offers insights for corporate managers and policymakers.