The complexity and frictions of digital transformation in education service ecosystem

THE COMPLEXITY AND FRICTIONS OF DIGITAL TRANSFORMATION IN EDUCATION\r\nSERVICE ECOSYSTEM\r\n\r\nABSTRACT\r\nThe study aims to identify the primary frictions and related states of complexity in the Italian education ser-\r\nvice ecosystem to highlight challenges and opportunities for sustainable development.\r\nSpecifically, this research focuses on the dynamics of education service ecosystems, as they are crucial for\r\nfostering innovation and resilience. In this context, the ongoing digital transformation is further amplifying the\r\ninherent complexity and frictions within these ecosystems, stemming from the interactions among heteroge-\r\nneous actors.\r\nPURPOSE OF THE STUDY\r\nThis research focuses on the dynamics of education service ecosystems, as they are crucial for fostering\r\ninnovation and resilience. In this context, the ongoing digital transformation is further amplifying the inherent\r\ncomplexity (Gummesson et al., 2019) and frictions within these ecosystems, stemming from the interactions\r\namong heterogeneous actors. The study aims to identify the primary frictions and related states of complexity in\r\nthe Italian education service ecosystem to highlight challenges and opportunities for sustainable development.\r\nMETHODOLOGY\r\nThe study leverages the conceptual framework linking complexity and frictions to the evolution of service\r\necosystems (Anzivino et al., 2025) and adopts a qualitative methodology to explore the specific context of\r\nthe Italian education service ecosystem. 20 face-to-face semi-structured interviews were conducted with key\r\nmulti-level informant actors of the Italian education service ecosystem. The collected data were triangulated\r\nwith data derived from participatory observation and secondary data analysis.\r\nFINDINGS\r\nThe results reveal factors that influence the evolutionary process of the education service ecosystem, some of which\r\naccelerate digital transformation, others inhibiting this transition, thereby reducing and slowing the effectiveness and\r\nefficiency of digital transformation adoption and impacting institutionalization work. The results from the Italian cases\r\nin the realms of ordered, manageable, and free complexity are generalizable to other contexts; the same stands for\r\nsome of the special frictions identified (dilemmas, trade-offs, paradoxical tensions).\r\nRESEARCH LIMITATIONS/ IMPLICATIONS\r\nManaging complexity and frictions is crucial for organizational resilience and viability as they can be drivers\r\nof service ecosystem dissolution but also innovation if correctly addressed. As complexity science suggests,\r\nservice ecosystems must undergo metamorphosis – a transformation that embraces frictions and tensions\r\n(De Toni et al., 2023; Polese et al., 2021). This systemic approach in managing frictions not only addresses\r\nimmediate challenges but also fosters long-term sustainability and dynamism within service ecosystems\r\n(Walker et al., 2004).\r\nManagers should recognize and manage the different types of complexity and related frictions to foster the\r\nservice ecosystem evolution. In particular, they should focus on the optimization of known processes and\r\ntry to address frictions in the “ordered complexity”; they should balance goals and resources to minimize\r\ndrawbacks while maximizing benefits in the “manageable complexity”; finally, they could adopt flexible and\r\nadaptive strategies to navigate evolving challenges and harness new opportunities in the “free complexity”.\r\nORIGINALITY/ VALUE\r\nThis study, recognizing the importance of complexity and frictions in the evolution of educational service eco-\r\nsystems, offers a framework for understanding key system dynamics, emergence, and institutionalization in\r\nrelation to the effects of digital transformation in Italian education sector. It also provides labels for different\r\ncontexts and supports both academics and practitioners in selecting strategies to address complexity and\r\nrelated frictions.\r\nREFERENCES\r\nAnzivino, A., Sarno, D. and Sebastiani, R., 2025. Complexity, frictions, and evolution in service ecosystems.\r\nIn: Complexity and emergence in market ecosystems. Cham: Springer Nature Switzerland, pp.55-73.\r\nDe Toni, A.F., Zollo, G., De Zan, A. (2023) ‘Organizational paradoxes and metamorphosis in collective\r\nAction’, Systems, 11(5), pp. 241\r\nGummesson, E., Mele, C., Polese, F. (2019) ‘Complexity and viability in service ecosystems’, Marketing\r\nTheory, 19 (1), pp. 3-7.\r\nPolese, F., Payne, A., Frow, P., Sarno, D., Nenonen, S. (2021) ‘Emergence and phase transitions in service\r\nEcosystems’, Journal of Business Research, 127, pp. 25-34.\r\nWalker, B., Holling, C.S., Carpenter, S.R., Kinzig, A. (2004) ‘Resilience, adaptability and transformability\r\nin social–ecological systems’, Ecology and society, 9(2).