The Effects Of Saas Implementations In Manufacturing Smes : A multiple-case study conducted in collaboration with SkyMaker

Digitalization is advancing rapidly, and manufacturing companies must adapt to external trends and evolving market demands to remain competitive. Despite this, there remains a gap in academic literature concerning the success factors behind Software as a Service (SaaS) implementation processes within small and medium-sized enterprises (SMEs), particularly in the manufacturing sector. Therefore, this study aims to explore how organizational conditions play a role in the implementation and outcomes of a SaaS solution in B2B manufacturing SMEs. This study analyzes how factors such as digital maturity, culture, leadership, and change management practices relate to the success of SaaS implementations and the effects these implementations may have on the company’s business models. The methodological approach used to achieve the study’s purpose was a qualitative multiple-case study. Empirical data were collected through semi-structured interviews with 15 employees across seven manufacturing SMEs in Northern Europe. The empirical findings were analyzed through an analysis model built on a combination of perspectives from business model theory, change management, and organizational capabilities. The results indicate that digital maturity, dedicated leadership, and an adaptable organizational culture are essential in shaping the process and outcomes of SaaS implementations. Among the successful cases, both common patterns and context-specific differences were noted. Effective change management practices, such as early employee and customer involvement, helped reduce resistance and facilitate adoption. The findings further showed that digitalization acted as a driver for change. The SaaS implementation, in particular, led to changes in the companies’ business models, primarily as incremental adjustments rather than radical transformations. Digitalization served as an enabler of enhanced customer interaction and internal process efficiency. However, the extent of its impact varied, especially on the companies’ initial digital readiness and the effectiveness of their change management approach. This study contributes to existing research by addressing a gap in the literature on SaaS implementation in B2B manufacturing SMEs and illustrating key organizational factors and implementation outcomes. Practically, it provides insights for manufacturing companies and SaaS providers aiming to facilitate successful digital transformation through structured change initiatives, leadership engagement, and business model alignment. The study’s focus on a specific geographic region and only successful implementation cases limits the generalizability of its findings. Future research should include failed implementations and explore how leadership styles influence implementation outcomes. Additionally, quantitative methods could be incorporated to validate and expand the statistical insights from implementations like this study.