5 | CONCLUSION
This study draws on the intersection of digital business models, the resource‐based view of the firm, and strategic agility. Digital busi‐ ness models are challenging, and their implementation requires major organizational change efforts and long‐term commitment (Vendrell‐ Herrero et al., 2017). This study proposes a framework for organiza‐ tional change in manufacturing firms that can be extended/adapted to other industries. We argue that a firm’s resource base and commit‐ ment are essential factors for deploying digital integrated solutions, as they are not available outside the boundaries of the organization (Barrales‐Molina et al., 2013). This means that firms must not only possess intangible resources and competencies in the form of tacit knowledge, but must also make their commitment explicit throughclearly defined long‐term servitization plans (Delmar & Shane, 2003). Commitment is the glue that enables swift, decisive reconfiguration of the organization’s resources and competencies to align with its chang‐ ing environment and long‐term goals. Moreover, our framework adds to the relevance of firm agility (Weber & Tarba, 2014) as a capability that, while essential for devel‐ oping digital integrated solutions, can be outsourced or developed in partnership with other companies. This finding opens an avenue of research in the extensive literature studying mergers, acquisitions, and strategic alliances (Gomes et al., 2011; Gomes et al., 2017) that should analyze the agreements and outcomes between manufacturing firms and external service providers offering capabilities of speed and accu‐ racy (Lafuente et al., 2016).
