Research on the Mechanism Through Which Digital Platform Capability Drives Servitization Innovation Performance in Manufacturing

Abstract

Against the backdrop of accelerating servitization transformation in the global manufacturing sector, how digital platform capability effectively drives improvements in innovation performance has become a critical issue. Existing research mainly focuses on the instrumental attributes of digital technologies, while relatively few studies examine their strategic role in servitization transformation, particularly the systematic explanation of the “capability–behavior–context–performance” transmission mechanism. To address this gap, this study integrates dynamic capability theory and the opportunity window theory to construct a moderated mediation model that uncovers the internal mechanisms and boundary conditions through which digital platform capability influences servitization innovation performance. Based on survey data from 237 manufacturing firms in Guangdong Province, the empirical results indicate that: (1) digital platform capability and value co-creation both exert significant positive effects on servitization innovation performance; (2) value co-creation mediates the relationship between digital platform capability and servitization innovation performance; and (3) although organizational distance was theoretically expected to function as an important contextual variable, this study does not find evidence supporting its inverted U-shaped moderating effect, suggesting that its role in digital contexts may be more complex. This study not only extends the application of dynamic capability theory and opportunity window theory in servitization innovation settings but also provides managerial insights for manufacturing firms to optimize digital platform strategies and build more resilient and sustainable innovation systems.