Digital transformation of service ecosystems: an orchestration perspective

Purpose This study investigates how digital transformation unfolds within logistics service ecosystems and how inter-actor operational connections and coordinating roles change over time from an orchestration perspective. Design/methodology/approach The authors conducted a case study of three international inland ports in China. Data were triangulated through interviews, observations and documents to capture ecosystem-level orchestration practices and transformation evolution. Findings The authors developed a process model that identifies three evolutionary stages of the digital transformation of service ecosystems: developing digital connectivity, tapping digital service potential and co-creating digital value. The model demonstrates how actors employ resource and network orchestration at each stage. The analysis reveals how these two forms of orchestration interact and how orchestration dynamics change over time. Originality/value This study shifts the focus of digital transformation research from a few focal firms to service ecosystems overall. It theorizes a three-stage transformation process, reveals the evolving interplay between resource and network orchestration, shows that different actors can assume orchestration leadership, and provides actionable recommendations for managers seeking to digitally transform logistics and supply chain service ecosystems.