基于边界跨越的制造企业服务数字化转型——三一重工案例研究

Digital servitization of manufacturing firms based on boundary spanning:A case study of Sany Heavy Industry

制造企业服务数字化转型不仅是大势所趋,而且面临不断跨越组织边界的挑战。本文选择三一重工为研究对象,运用单案例纵向研究方法,从边界跨越视角探索制造业服务数字化转型路径。研究发现:制造业服务数字化转型是一个不断跨越边界以应对组织内外部环境变化的过程,遵循“边界识别—跨越策略—跨越能力—转型绩效”的路径逻辑,经历了三个阶段,相继识别了信息边界、知识边界与人机边界,相应采取了信息共享策略、数据驱动策略与人机协同策略来跨越边界,先后形成了服务连接能力、服务整合能力与服务协同能力,分别促进了服务效率提高、服务体验提质与服务价值提升的转型绩效,以及转型阶段演进机制——服务开发型感知响应机制和服务交付型感知响应机制。研究结论为制造企业服务数字化转型提供了新的解释逻辑与实践启示。

The global economy is transforming from product economy to service economy,and the manufacturing industry urgently needs to shift from low-end production to high-end service in the value chain.At the same time,the new generation of digital infor-mation technology is called for to be applied to the upgrading of manufacturing services.For digital servitization,manufacturing firms are faced with the change of internal and external environment brought by digital technology,so it needs to constantly span organization boundaries.because resource liquefaction blurs the internal boundaries of the enterprise,and real-time accessible data repositories enables services to be designed by spanning organization boundaries.Spanning organization boundaries will affect the knowledge con-ventions and service processes associated with service performance.Whether manufacturing firms can effectively span organization boundary is the key to the success of digital servitization.However,the existing literature has yet to explore when and how manufactur-ing firms span which boundaries to achieve digital servitization,and has yet to reveal the evolution mechanism about the transformation phases.The paper chooses Sany Heavy Industry as the research object,uses single-case longitudinal study method,and explores the path of digital servitization of manufacturing firms from the perspective of boundary spanning.It finds that the digital servitization of manu-facturing firms is a process of constantly spanning boundaries to cope with changes in the internal and external environment of the organ-ization.Following the path logic of"Boundary Identification--Spanning Strategy-Spanning Ability-Transformation Perform-ance",Sany Heavy Industry mainly goes through three stages:Service 1.0,Service 2.0 and Service 3.0.In the Service 1.0,SANY Heavy Industry identified the Information Boundary and adopted the Information-Sharing Strategy of"Cognitive Update-Process On-line-Platform Sharing",which helped form the Service Connection Capability of"Vertical Connection,Horizontal Connection and Internal-External Connection",so as to improve the service efficiency.In the Service 2.O,Sany Heavy Industry identified the Knowl-edge Boundary,and adopted the Data-Driven Strategy of"Data Aggregation-Data Analysis-Data Utilization",which helped form the Service Integration Capability of"Client-Side Integration,Value-Side Integration and Business-Side Integration",so as to im-prove the service experience.In the Service 3.O,Sany Heavy Industry identified the Human-Machine Boundary and adopted the Man-Machine Collaboration Strategy of"Machine Learning-Relationship Coordination-Division Of Labor Cooperation",which helped form the Service Collaboration Capability of"Intervention Collaboration,Enhancement Collaboration and Automatic Collabora-tion",soasto enhance theservicevalue.On the basis of revealing the path model,this paper also finds that the digital servitization of manufacturing firms follows the evolu-tion mechanism named"Demand Perception-Resource Response",that is,the behavior of manufacturing firms to perceive service demand and arrange existing digital resources to respond.In the different stages of the digital servitization of manufacturing firms,there are Perception-Response Mechanism on service development and Perception-Response Mechanism on service delivery respectively.The conclusions of the study provide a new explanation logic and practical enlightenment for digital servitization of manufacturing firms.