Scaling through digital transformation : a comparative study of Revolut and BCC
Messina, Filippo (2026)
Pro gradu -tutkielma
2026
School of Business and Management, Kauppatieteet
Kaikki oikeudet pidätetään.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2026061671511
https://urn.fi/URN:NBN:fi-fe2026061671511
Tiivistelmä
This research illustrates the impacts of digitalization on the scaling process and whether the influence differs by organizational context. While digital technologies are often associated with rapid and scalable growth, existing literature provides limited explanation of the conditions under which digitalization effectively translates into scaling outcomes.
To address this gap, the study develops a two-dimensional framework integrating digital maturity and scaling orientation, defined as the extent to which firms rely on standardized replication versus local adaptation in structuring their growth. Building on prior research on replicability and scaling (Winter & Szulanski, 2001; DeSantola & Gulati, 2017) and digital transformation (Teece, 2018; Vial, 2019), the framework explains how different configurations lead to distinct scaling dynamics.
The empirical analysis is based on a comparative case study of Revolut and BCC Iccrea Group. The findings show that digitalization does not automatically generate scaling. Instead, its impact depends on its alignment with the firm’s scaling orientation. In particular, replication-oriented firms with high digital maturity achieve accelerated scaling, while adaptation-oriented firms experience more gradual, coordination-intensive growth, even when digital capabilities are advanced.
This study contributes to the literature by providing a configurational explanation of digital-enabled scaling, demonstrating that scalability emerges from the interaction between technological capabilities and organizational design. It shows that digitalization does not create scaling per se, but amplifies the growth logic already embedded within the firm.
Overall, the findings suggest that the key question is not whether digitalization leads to scaling, but under which organizational conditions digital technologies can be effectively leveraged to support scalable growth.
To address this gap, the study develops a two-dimensional framework integrating digital maturity and scaling orientation, defined as the extent to which firms rely on standardized replication versus local adaptation in structuring their growth. Building on prior research on replicability and scaling (Winter & Szulanski, 2001; DeSantola & Gulati, 2017) and digital transformation (Teece, 2018; Vial, 2019), the framework explains how different configurations lead to distinct scaling dynamics.
The empirical analysis is based on a comparative case study of Revolut and BCC Iccrea Group. The findings show that digitalization does not automatically generate scaling. Instead, its impact depends on its alignment with the firm’s scaling orientation. In particular, replication-oriented firms with high digital maturity achieve accelerated scaling, while adaptation-oriented firms experience more gradual, coordination-intensive growth, even when digital capabilities are advanced.
This study contributes to the literature by providing a configurational explanation of digital-enabled scaling, demonstrating that scalability emerges from the interaction between technological capabilities and organizational design. It shows that digitalization does not create scaling per se, but amplifies the growth logic already embedded within the firm.
Overall, the findings suggest that the key question is not whether digitalization leads to scaling, but under which organizational conditions digital technologies can be effectively leveraged to support scalable growth.