Date of Conferral



Doctor of Business Administration (D.B.A.)




Richard B. Johnson


Some software business leaders lack strategies for implementing servitization (Software-as-a-Service, or SaaS) initiatives, which has the potential for adverse business outcomes. Software business leaders are concerned with implementing service initiatives to remain competitive and foster sustainability. Grounded in the resource-based view theory, the purpose of this qualitative multiple case study was to explore strategies business leaders in the software industry use for implementing servitization SaaS initiatives. The data were collected using interviews with eight leaders from four software firms who successfully implemented servitization initiatives within at least the past 20 years. Interview data were confirmed with secondary data sources, including publicly available annual and other reports about the firms from the business literature. Using thematic analysis, four primary themes emerged: leadership engagement; overcoming barriers to servitization; modernizing operations, development, and architecture; and selling and marketing servitization. Key recommendations include expanding the breadth of service offerings and enhancing customer satisfaction. The implications for positive social change have the potential for higher sustained employment, thus, fostering security, dignity, and self-worth for those affected.