Abstract
The rapid change in the digital transformation and servitization of the wind power industry due to technological innovation and more complex technical systems call on a new ‘digital business model’ (DBM) for the energy companies. It also means new skills to secure the dynamic capabilities of the energy companies within this changed business model (Teece 2018).
The purpose of the study is to show how Ørsted A/S as a vital global energy company has managed to make this transformation in the DBM, to comply with changes in the business eco-system, and to develop dynamic capabilities that support integrated energy solutions based on renewable energy technologies.
The study builds on a review of the literature on digital transformation and servitization in manufacturing (e.g., Martín-Peña et al. 2018, p. 95) focusing on 1) The critical role of the company´s digital transformation for the configuration of DBM, 2) DBM as a unit of analysis,
3) A multidisciplinary view on how companies do business in the new digital scenario, and 4) An emphasis on value networks and business eco-systems.
The impact of the digital transformation and servitization of Ørsted A/S build on data collected from selected offshore projects and auctions in the Nord Sea area, where Ørsted A/S has been active in winning bids.
It also contains a study of the value chain of the offshore wind industry based on interviews with representatives from the value chain and the developing and operating company (Ørsted A/S).
The study contributes to the research in digital transformation and servitization in various ways:
Firstly, it extends the analysis of the digitalization and servitization of manufacturing and services to a new context – the production and offerings of renewable energy, and
Secondly, it contributes to our understanding of the impact of a new and changed eco-business system in the energy industry characterized by zero-subsidy regimes and new institutional rules (public regulation).
Thirdly, it focuses on the crucial role of dynamic capabilities to stay competitive and innovative in the green transition from fossil-fuel energy production to renewable energy production.
Lastly, it has some managerial implication for the organizational practice of energy companies, e.g., that management should continuously examine what capabilities are needed to operate a successful Digitalized Business Model.
The purpose of the study is to show how Ørsted A/S as a vital global energy company has managed to make this transformation in the DBM, to comply with changes in the business eco-system, and to develop dynamic capabilities that support integrated energy solutions based on renewable energy technologies.
The study builds on a review of the literature on digital transformation and servitization in manufacturing (e.g., Martín-Peña et al. 2018, p. 95) focusing on 1) The critical role of the company´s digital transformation for the configuration of DBM, 2) DBM as a unit of analysis,
3) A multidisciplinary view on how companies do business in the new digital scenario, and 4) An emphasis on value networks and business eco-systems.
The impact of the digital transformation and servitization of Ørsted A/S build on data collected from selected offshore projects and auctions in the Nord Sea area, where Ørsted A/S has been active in winning bids.
It also contains a study of the value chain of the offshore wind industry based on interviews with representatives from the value chain and the developing and operating company (Ørsted A/S).
The study contributes to the research in digital transformation and servitization in various ways:
Firstly, it extends the analysis of the digitalization and servitization of manufacturing and services to a new context – the production and offerings of renewable energy, and
Secondly, it contributes to our understanding of the impact of a new and changed eco-business system in the energy industry characterized by zero-subsidy regimes and new institutional rules (public regulation).
Thirdly, it focuses on the crucial role of dynamic capabilities to stay competitive and innovative in the green transition from fossil-fuel energy production to renewable energy production.
Lastly, it has some managerial implication for the organizational practice of energy companies, e.g., that management should continuously examine what capabilities are needed to operate a successful Digitalized Business Model.
| Original language | English |
|---|---|
| Title of host publication | 30th RESER International Congress Proceedings – book of abstracts |
| Publisher | University of Alcalá |
| Publication date | 2021 |
| Pages | 179 |
| ISBN (Electronic) | 978-84-88754-92-9 |
| Publication status | Published - 2021 |
| Event | 30th RESER International Congress: Value Co-Creation and innovation in the new service economy - University of Alcalá, Alcalá de Henares, Madrid, Spain Duration: 21 Jan 2021 → 22 Jan 2021 http://www.reser2020.com (Link to conference) |
Conference
| Conference | 30th RESER International Congress |
|---|---|
| Location | University of Alcalá |
| Country/Territory | Spain |
| City | Alcalá de Henares, Madrid |
| Period | 21/01/2021 → 22/01/2021 |
| Internet address |
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