The Alignment Between Digital Servitization Strategies and Digital Servitization Capabilities in Chinese Manufacturing Enterprises: A Multi-Case Study

Grounded in the dynamic capability theory, this study selects three typical manufacturing enterprises as the research subjects. Through longitudinal and cross-case analyses, it delves into the dynamic alignment between the digital servitization capabilities and strategies of manufacturing enterprises, as well as the mechanism through which this alignment influences firm performance. The findings indicate that—within the framework of capabilities, such as the strategy alignment model—among six potential alignment scenarios, only three configurations exert a significantly positive impact on firm performance: the alignment of service data integration capabilities/service demand exploration capabilities with product-centric digital servitization strategies and the alignment of digital service orchestration capabilities with ecosystem-centric strategies. The former bolsters efficiency advantages through value-added product servitization, while the latter unlocks ecological dividends by capitalizing on network effects. By uncovering the stage-specific patterns of capability–strategy alignment, this study enriches the dynamic capability theory with a micro-level explanation in the context of digital servitization. It also offers a staged transformation roadmap for manufacturing enterprises to mitigate the risk of misalignment between strategic choices and their existing capabilities.