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Sjödin, D., Parida, V., Kohtamäki, M. & Wincent, J. (2020). An agile co-creation process for digital servitization: A micro-service innovation approach. Journal of Business Research, 112, 478-491
Open this publication in new window or tab >>An agile co-creation process for digital servitization: A micro-service innovation approach
2020 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 112, p. 478-491Article in journal (Refereed) Published
Abstract [en]

In this paper, we explore how manufacturing firms and their customers co-create digital service innovations in an attempt to address the digitalization paradox. We present empirical insights from a case study of four manufacturers and their customer relationships. The results suggest that value co-creation in digital servitization is best managed through an agile micro-service innovation approach. Such an approach requires incremental micro-service investments, sprint-based micro-service development, and micro-service learning by doing to ensure customized and scalable digital service offerings. The proposed agile co-creation model provides insight into the phases, activities, and organizational principles of a micro-service innovation approach. Relational teams that pool knowledge from providers’ and customers’ strategic, technological, and operational areas are crucial to ensure successful cooperation and governance for agile co-creation. This paper offers insight into how companies engage in agile co-creation processes, with important recommendations for innovation in manufacturing firms in the era of digitalization.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Digitalization, Industrial Internet of Things (IoT), Advanced services, Digital paradox, artificial intelligence (AI), Product-service systems (PSS), New service development (NSD)
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-78388 (URN)10.1016/j.jbusres.2020.01.009 (DOI)000527393100045 ()2-s2.0-85078776150 (Scopus ID)
Note

Validerad;2020;Nivå 2;2020-04-14 (alebob)

Available from: 2020-04-07 Created: 2020-04-07 Last updated: 2020-05-07Bibliographically approved
Shepherd, D. A., Parida, V. & Wincent, J. (2020). Entrepreneurship and Poverty Alleviation: The Importance of Health and Children’s Education for Slum Entrepreneurs. Entrepreneurship: Theory & Practice
Open this publication in new window or tab >>Entrepreneurship and Poverty Alleviation: The Importance of Health and Children’s Education for Slum Entrepreneurs
2020 (English)In: Entrepreneurship: Theory & Practice, ISSN 1042-2587, E-ISSN 1540-6520Article in journal (Refereed) Epub ahead of print
Abstract [en]

Research has focused on the role of entrepreneurial action in alleviating poverty. However, there is a gap between individuals’ short-term outcomes from entrepreneurship overcoming immediate resource concerns and the large-scale impact of entrepreneurship on institutional and system change. Therefore, in this study, we explore entrepreneurs’ beliefs about how entrepreneurial action can alleviate poverty. To do so, we conducted a qualitative study of entrepreneurs of businesses located in Indian slums and identified the impact of expectations, role models, and the subjective value of their children’s education in attempts to alleviate poverty.

Place, publisher, year, edition, pages
Sage Publications, 2020
Keywords
bottom of the pyramid (BOP), qualitative, decision making, economic development, informal
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-77804 (URN)10.1177/1042258719900774 (DOI)
Available from: 2020-02-21 Created: 2020-02-21 Last updated: 2020-02-21
Partanen, J., Kohtamäki, M., Patel, P. C. & Parida, V. (2020). Supply chain ambidexterity and manufacturing SME performance: The moderating roles of network capability and strategic information flow. International Journal of Production Economics, 221, Article ID 107470.
Open this publication in new window or tab >>Supply chain ambidexterity and manufacturing SME performance: The moderating roles of network capability and strategic information flow
2020 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 221, article id 107470Article in journal (Refereed) Published
Abstract [en]

Organizational ambidexterity is the simultaneous act of exploiting existing competences and exploring new opportunities. Prior studies suggest that resource-constrained SMEs cannot successfully pursue simultaneous interorganizational ambidexterity but need to rely on functionally separated alliances (i.e., alliances based on their value chain function such as explorative R&D alliances or exploitative commercialization alliances) to achieve ambidexterity. Yet, others propose that ambidexterity can occur within the functional domain of a supply chain. We investigate the relationships among supply chain ambidexterity, network capabilities, strategic information flow, and firm performance. In a sample of manufacturing SMEs in Sweden, we hypothesize the direct association between supply chain ambidexterity and performance and the moderating effect of network capabilities and strategic information flow. By testing our hypotheses in a sample of 200 manufacturing SMEs, we show that supply chain ambidexterity decreases firm performance; however, network capabilities and strategic information flow with their supply chain partners help mitigate this negative relationship. The present study advances understanding of ambidextrous interorganizational collaboration and alliances in general and supply chain ambidexterity of manufacturing SMEs in particular. In contexts where supply chain ambidexterity is negatively associated with performance, network capabilities and strategic information flow may be necessary to lower the negative effects.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Supply chain ambidexterity, Small and medium-sized firms, Supply chain management, Network capability, Strategic information flow
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-75626 (URN)10.1016/j.ijpe.2019.08.005 (DOI)2-s2.0-85070675571 (Scopus ID)
Note

Validerad;2020;Nivå 2;2020-03-18 (alebob)

Available from: 2019-08-21 Created: 2019-08-21 Last updated: 2020-03-18Bibliographically approved
Palmié, M., Wincent, J., Parida, V. & Caglar, U. (2020). The evolution of the financial technology ecosystem: An introduction and agenda for future research on disruptive innovations in ecosystems. Technological forecasting & social change, 151, Article ID 119779.
Open this publication in new window or tab >>The evolution of the financial technology ecosystem: An introduction and agenda for future research on disruptive innovations in ecosystems
2020 (English)In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509, Vol. 151, article id 119779Article in journal (Refereed) Published
Abstract [en]

At a time when many mature industries have been fundamentally transformed by disruptive innovations, prominent examples such as Apple and Uber reflect how disruptive innovations often originate at the ecosystem or system level rather than in individual firms. Unfortunately, the academic literature has paid little attention to the role of ecosystem development and evolution in relation to disruptive innovations. To overcome this oversight, our study defines disruptive innovation ecosystems and illustrates the impact that the financial technology (FinTech) ecosystem has had on disrupting the financial services industry. We offer an agenda for future research on disruptive innovations and ecosystems and discuss the evolution of the FinTech ecosystem. Our study shows that disruptive innovation ecosystems are not only in need of but also deserving of further attention.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Disruptive innovation, Digitalization, Ecosystems, Financial technology, FinTech, Artificial intelligence, Entrepreneurship, Incumbents
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-76969 (URN)10.1016/j.techfore.2019.119779 (DOI)000509818900055 ()2-s2.0-85074486436 (Scopus ID)
Note

Validerad;2020;Nivå 2;2020-02-27 (alebob)

Available from: 2019-11-29 Created: 2019-11-29 Last updated: 2020-03-10Bibliographically approved
Kohtamäki, M., Parida, V., Patel, P. C. & Gebauer, H. (2020). The relationship between digitalization and servitization: The role of servitization in capturing the financial potential of digitalization. Technological forecasting & social change, 151, Article ID 119804.
Open this publication in new window or tab >>The relationship between digitalization and servitization: The role of servitization in capturing the financial potential of digitalization
2020 (English)In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509, Vol. 151, article id 119804Article in journal (Refereed) Published
Abstract [en]

The present study investigates the effect of the interaction between digitalization and servitization on the financial performance of manufacturing companies. We challenge the simple linear assumption between digitalization and financial performance with a sample of 131 manufacturing firms and hypothesize a nonlinear U-shaped interaction effect between digitalization and servitization on financial performance. From low to moderate levels of digitalization, the interaction effect between digitalization and high servitization on company financial performance is negative and significant. From moderate to high levels of digitalization, the interplay between digitalization and high servitization becomes positive and significant, improving companies’ financial performance. The results demonstrate the need for an effective interplay between digitalization and servitization, the digital servitization. Without this interplay, a manufacturing company may face the paradox of digitalization. For managers of manufacturing companies, the study provides insights into the complex relationship between digitalization and financial performance, emphasizing the value of servitization in driving financial performance from digitalization. Thus, the study demonstrates how manufacturing companies can become data-driven by advancing servitization.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Digital servitization business model, Product-service systems (PSS), Smart manufacturing (Industry 4.0), Digitalization capabilities, Internet of Things (IoT), Customer relationship management (CRM)
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-77119 (URN)10.1016/j.techfore.2019.119804 (DOI)000509818900051 ()2-s2.0-85075692001 (Scopus ID)
Note

Validerad;2019;Nivå 2;2019-12-10 (johcin)

Available from: 2019-12-10 Created: 2019-12-10 Last updated: 2020-03-10Bibliographically approved
Shepherd, D. A., Parida, V. & Wincent, J. (2020). The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth. Journal of Management Studies, 57(1), 87-128
Open this publication in new window or tab >>The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth
2020 (English)In: Journal of Management Studies, ISSN 0022-2380, E-ISSN 1467-6486, Vol. 57, no 1, p. 87-128Article in journal (Refereed) Published
Abstract [en]

Western theories on creativity emphasize the importance of access to resources and the generation of innovations as a source of sustainable competitive advantage for firms. However, perhaps the emphasis on slack resources and the firm as the level of analysis may be less appropriate for understanding the benefits of individual creative problem solving in resource‐poor environments of the east; focusing solely on the firm is not sufficiently inclusive and may underestimate the benefits of creative problem solving under resource scarcity. Through an inductive interpretive case study of 12 problem solvers in the highly resource‐poor environment of rural India, we identified the antecedents, dimensions and duality of outcomes for an Indian cultural source of creative problem solving called jugaad. Jugaad relies on assertive defiance, trial‐and‐error experiential learning and the recombination of available resources to improvise a frugal quick‐fix solution. Our inductive framework provides new insights into the dual outcomes of creative problem solving from an eastern perspective; jugaad is unlikely to be a source of competitive advantage for firm growth but represents a source of enhanced wellbeing for inclusive growth.

Place, publisher, year, edition, pages
UK: John Wiley & Sons, 2020
Keywords
Creativity, inclusive growth, innovation, social entrepreneurship
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-75416 (URN)10.1111/joms.12309 (DOI)2-s2.0-85076747920 (Scopus ID)
Projects
CiiR
Note

Validerad;2020;Nivå 2;2020-01-13 (johcin)

Available from: 2019-08-06 Created: 2019-08-06 Last updated: 2020-04-16Bibliographically approved
Sirén, C., Parida, V., Frishammar, J. & Wincent, J. (2020). Time and time-based organizing of innovation: Influence of temporality on entrepreneurial firms’ performance. Journal of Business Research, 112, 23-32
Open this publication in new window or tab >>Time and time-based organizing of innovation: Influence of temporality on entrepreneurial firms’ performance
2020 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 112, p. 23-32Article in journal (Refereed) Published
Abstract [en]

Time is a crucial yet scarce resource in innovation management. However, the way in which entrepreneurial enterprises (SMEs) allocate temporal resources in innovation remains largely unexplored. We propose a conceptualization of innovation polychronicity, which is defined as the extent to which a firm’s innovation culture promotes simultaneous engagement in multiple innovation activities. Based on this conceptualization, we propose that either low or high levels of innovation polychronicity lead to better firm performance. Analysis of data gathered from a survey of 127 SMEs and archival sources provides support for the proposed U-shaped relationship. We further find that innovation synchronization moderates this relationship. The findings contribute to the broader literature on innovation and temporality in organizations.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Innovation, Time, Polychronicity, Synchronicity, Performance, SMEs, Attention-based view
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-78210 (URN)10.1016/j.jbusres.2020.02.028 (DOI)000527393100003 ()2-s2.0-85081203727 (Scopus ID)
Note

Validerad;2020;Nivå 2;2020-03-25 (alebob)

Available from: 2020-03-25 Created: 2020-03-25 Last updated: 2020-05-07Bibliographically approved
Kamalaldin, A., Sundén, L., Sjödin, D. & Parida, V. (2020). Transforming provider-customer relationships in digital servitization: A relational view on digitalization. Industrial Marketing Management
Open this publication in new window or tab >>Transforming provider-customer relationships in digital servitization: A relational view on digitalization
2020 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed) Epub ahead of print
Abstract [en]

Digitalization is viewed as a source of future competitiveness due to its potential for unlocking new value-creation and revenue-generation opportunities. To profit from digitalization, providers and customers tend to move away from transactional product-centric model to relational service-oriented engagement. This relational transformation is brought about through digital servitization. However, current knowledge about how providers and customers transform their relationship to achieve benefits from digital servitization is lacking. This paper addresses that knowledge gap by applying the relational view theory to a study of four provider-customer relationships engaged in digital servitization. The results provide evidence for four relational components – complementary digitalization capabilities, relation-specific digital assets, digitally enabled knowledge-sharing routines, and partnership governance – that enable providers and customers to profit from digital servitization. A key contribution is the development of a relational transformation framework for digital servitization that provides an overview of how the four relational components evolve as the relationship progresses. In doing so, we contribute to the emerging servitization literature by offering key relational insights into the interdependence of activities throughout the transformation phases of provider-customer relationships in digital servitization.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Digital servitization, Relational view, Governance, Digital transformation, Advanced services, Business model innovation
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-77791 (URN)10.1016/j.indmarman.2020.02.004 (DOI)2-s2.0-85079779229 (Scopus ID)
Available from: 2020-02-20 Created: 2020-02-20 Last updated: 2020-04-22
Sjödin, D., Parida, V., Jovanovic, M. & Visnjic, I. (2020). Value Creation and Value Capture Alignment in Business Model Innovation: A Process View on Outcome‐Based Business Models. The Journal of product innovation management, 37(2), 158-183
Open this publication in new window or tab >>Value Creation and Value Capture Alignment in Business Model Innovation: A Process View on Outcome‐Based Business Models
2020 (English)In: The Journal of product innovation management, ISSN 0737-6782, E-ISSN 1540-5885, Vol. 37, no 2, p. 158-183Article in journal (Refereed) Published
Abstract [en]

Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome‐based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value‐in‐use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value‐in‐use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.

Place, publisher, year, edition, pages
John Wiley & Sons, 2020
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-78601 (URN)10.1111/jpim.12516 (DOI)000509602300001 ()2-s2.0-85078773434 (Scopus ID)
Note

Validerad;2020;Nivå 2;2020-04-22 (johcin)

Available from: 2020-04-22 Created: 2020-04-22 Last updated: 2020-04-22Bibliographically approved
Kamalaldin, A., Sundén, L., Sjödin, D. & Parida, V. (2019). A Relational View on Digital Servitization: Empirical Insights from Provider-Customer Relationships. In: Bigdeli, A.,Kowalkowski, C., Kindström, D., & Baines, T. (Ed.), Proceedings of the Spring Servitization Conference: Delivering Services Growth in the Digital Era. Paper presented at Spring Servitization Conference 2019, 13 - 15 May, 2019, Linköping, Sweden. Birmingham, UK
Open this publication in new window or tab >>A Relational View on Digital Servitization: Empirical Insights from Provider-Customer Relationships
2019 (English)In: Proceedings of the Spring Servitization Conference: Delivering Services Growth in the Digital Era / [ed] Bigdeli, A.,Kowalkowski, C., Kindström, D., & Baines, T., Birmingham, UK, 2019Conference paper, Poster (with or without abstract) (Refereed)
Abstract [en]

Providers are increasingly leveraging digitalization and offering their industrial customers more advanced services which are enabled by digital technologies such as the internet of things, remote monitoring, big data analytics, and artificial intelligence. This trend is referred to as digital servitization, and it is enabling significant changes in how value is created and captured in industrial relationships. In order to fully benefit from digital servitization, providers and customers need to transform their relationships. However, there is limited knowledge on how a provider and a customer govern their dyad relationship in the context of digital servitization. To address this gap, this paper applies the relational view theory as a lens for the purpose of studying how dyad relationships in digital servitization can be successfully governed by parties involved. To that end, research was conducted based on multiple case study of four dyad relationships between Swedish providers and customers that are actively involved in digital servitization. In total, 40 respondents from seven companies were interviewed, and data was analyzed based on thematic analysis approach to identify relevant themes and patterns. Although data collection followed an inductive approach, data aligned with the four determinants of interogranizational competitive advantage suggested by the relational view: complementary resources and capabilities, relation-specific assets, knowledge-sharing routines, and effective governance. The results of this study demonstrate that these determinants have great influence for governing relationships between the provider and customer in digital servitization. This paper provides theoretical contribution to servitization literature by highlighting the importance of relationship governance, and how this is gradually transformed as the relationship develops. This transformation is illustrated in a stepwise framework that can also guide managers in prioritizing activities and investments, and developing governance mechanisms to advance their business relationships in digital servitization context.

Place, publisher, year, edition, pages
Birmingham, UK: , 2019
Keywords
Digital servitization, Digitalization, Governance, Advanced services, Digital business models
National Category
Economics and Business Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-74258 (URN)978 1 85449 463 4 (ISBN)
Conference
Spring Servitization Conference 2019, 13 - 15 May, 2019, Linköping, Sweden
Projects
DigIn
Funder
Vinnova, 48752
Available from: 2019-06-07 Created: 2019-06-07 Last updated: 2019-07-01Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-3255-414X

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