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Publications (10 of 134) Show all publications
Cenamor, J., Parida, V., Oghazi, P., Pesämaa, O. & Wincent, J. (2018). Addressing dual embeddedness: The roles of absorptive capacity and appropriabilitymechanisms in subsidiary performance. Industrial Marketing Management
Open this publication in new window or tab >>Addressing dual embeddedness: The roles of absorptive capacity and appropriabilitymechanisms in subsidiary performance
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2018 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed) Epub ahead of print
Abstract [en]

This study examines how subsidiaries can manage dual embeddedness with both local partners and a multinational enterprise. Specifically, we examine the role of absorptive capacity and appropriability mechanisms on subsidiary performance. We analyse how absorptive capacity and appropriability enable subsidiaries to successfully address knowledge challenges related to internal and external networks. We conducted an empirical analysis on a sample of 165 subsidiaries. Our results suggest that absorptive capacity has a direct, positive effect on subsidiary performance, which is greater in emerging countries. The study also found an indirect effect of absorptive capacity on subsidiary performance, which is mediated through appropriability mechanisms. These findings extend the literature on international networks, dual embeddedness and absorptive capacity

Place, publisher, year, edition, pages
Elsevier, 2018
National Category
Social Sciences Other Engineering and Technologies not elsewhere specified Business Administration
Research subject
Entrepreneurship and Innovation; Accounting and Control
Identifiers
urn:nbn:se:ltu:diva-64206 (URN)10.1016/j.indmarman.2017.06.002 (DOI)
Available from: 2017-06-19 Created: 2017-06-19 Last updated: 2018-02-09
Florén, H., Frishammar, J., Parida, V. & Wincent, J. (2018). Critical success factors in early new product development: a review and a conceptual model. The International Entrepreneurship and Management Journal, 14(2), 411-427
Open this publication in new window or tab >>Critical success factors in early new product development: a review and a conceptual model
2018 (English)In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 14, no 2, p. 411-427Article in journal (Refereed) Published
Abstract [en]

The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm’s projects) and project-specific success factors (appropriate for the firm’s individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.

Place, publisher, year, edition, pages
Springer, 2018
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-64811 (URN)10.1007/s11365-017-0458-3 (DOI)000433040600011 ()2-s2.0-85021834228 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-06-01 (rokbeg)

Available from: 2017-07-06 Created: 2017-07-06 Last updated: 2018-08-15Bibliographically approved
Parida, V. (2018). Digitalization. In: Editors Johan Frishammar Åsa Ericson (Ed.), Addressing Societal Challenges: (pp. 23-38). Luleå: Luleå University of Technology
Open this publication in new window or tab >>Digitalization
2018 (English)In: Addressing Societal Challenges / [ed] Editors Johan Frishammar Åsa Ericson, Luleå: Luleå University of Technology, 2018, p. 23-38Chapter in book (Other academic)
Abstract [en]

Digitalization is a fundamental disruptive force triggered by FourthIndustrial Revolution and Internet of Things, which has changed theway we approach and think about business processes and activities.In this increasingly digital age, relationships between organizations(i.e. companies, governmental agencies, and others) and customersare being reshaped and new business models are being invented. Today,companies across industries need agility, speed, flexibility, andthe ability to pivot rapidly to pursue new business opportunities andkeep up with a fast-changing global business environment. Digitalizationemphasizes the importance of placing advanced technology atthe heart of all processes, products, and services. However, much ofthe promised value of digitalization for business and society has notyet been fully realized. Academia will play a vital role in developingthe required knowledge and skills at the individual, company, andsocial levels. LTU can contribute to digital transformation by upgradingteaching and research so that students and researchers learn,understand, and apply digitalization for business development, innovationmanagement, and social value creation.

Place, publisher, year, edition, pages
Luleå: Luleå University of Technology, 2018
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-68008 (URN)978-91-7790-061-0 (ISBN)978-91-7790-073-3 (ISBN)
Available from: 2018-03-19 Created: 2018-03-19 Last updated: 2018-06-26Bibliographically approved
Stroe, S., Parida, V. & Wincent, J. (2018). Effectuation or causation: An fsQCA analysis of entrepreneurial passion, risk perception, and self-efficacy. Journal of Business Research, 89, 265-272
Open this publication in new window or tab >>Effectuation or causation: An fsQCA analysis of entrepreneurial passion, risk perception, and self-efficacy
2018 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 89, p. 265-272Article in journal (Refereed) Published
Abstract [en]

This paper enriches the literature on entrepreneurial decision-making logic by investigating nascent entrepreneurs' use of effectuation and causation. The configurational effect of passion, entrepreneurial self-efficacy, and risk perception is tested for causal and effectual decision-making. The results, based on data gathered from 50 nascent entrepreneurs, show that, more than passion, entrepreneurial self-efficacy, and risk perception alone, it is their combination that leads to the use of a causal and an effectual logic. This fsQCA-based study thereby helps unravel some of the complexities behind entrepreneurs' choice of decision-making logic.

Place, publisher, year, edition, pages
Elsevier, 2018
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-67479 (URN)10.1016/j.jbusres.2018.01.035 (DOI)000438002000030 ()2-s2.0-85040690916 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-08-08 (rokbeg)

Available from: 2018-02-02 Created: 2018-02-02 Last updated: 2018-08-08Bibliographically approved
Lindström, J., Kyösti, P. & Delsing, J. (2018). European roadmap for industrial process automation. Luleå, Sweden
Open this publication in new window or tab >>European roadmap for industrial process automation
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2018 (English)Report (Other academic)
Abstract [en]

This is an updated version of the ProcessIT. EU roadmap for industrial process automation, which was initially released in 2013 to provide guidance and input for process industry companies, providers of process industrial IT- and automation solutions, researchers as well as policy makers and bodies/initiatives that craft calls for RDI-projects. The main objective is for European process industry to stay competitive, profitable and sustainable. Thus, to support European process industry in its industrial process automation endeavours, the ProcessIT. EU roadmap outlines three top-level needs: sustainable production, competence management and trust, security, safety and privacy. These three top-level needs intersect the following ten R&D areas:

• Productivity, efficiency, scalability and flexibility

• Sustainability through circular economy - circular economy through industrial internet

• Distributed production/modular factories and services

• Artificial Intelligence and Big Data

• Autonomous plants and remote operations

• Platform economy

• Cybersecurity

• Safety - human, machine and environment

• Competences and quality of work

• Human-Machine Interfaces and Machine- to-Machine communications,

which in turn are used as building blocks in the nine gamechangers . The gamechangers aim to influence the process industries’ competitiveness, profitability and sustainability . The gamechangers are listed below:

• Modular factory for distributed and automated production

• Live virtual twins of raw-materials, process and products

• Increased information transparency between field and ERP

• Real-time data analytics

• Dynamic control and optimisation of output tolerances

• Process industry as an integrated and agile part of the energy system

• Management of critical knowledge

• Semi-autonomous automation engineering

• Integrated operational and cybersecurity management

Finally, the ProcessIT. EU roadmap provides an insight into what may need to be considered on strategic and tactical levels, in terms of: objec-tives, R&D areas, game changers and business modelling, to keep and develop the competitive edge and initiative.

Place, publisher, year, edition, pages
Luleå, Sweden: , 2018. p. 32
Keywords
Process industrial IT- and automation
National Category
Engineering and Technology
Research subject
Information systems; Industrial Electronics
Identifiers
urn:nbn:se:ltu:diva-70784 (URN)978-91-639-7669-8 (ISBN)
Funder
Interreg NordNorrbotten County CouncilLuleå University of Technology
Available from: 2018-09-06 Created: 2018-09-06 Last updated: 2018-09-07Bibliographically approved
Sundén, L., Parida, V. & Sjödin, D. (2018). Exploiting digitalization opportunities  through business models: empirical insights  from leading swedish manufacturing companies. In: Ali Bigdeli, Thomas Frandsen, Jawwad Raja, Tim Baines (Ed.), Proceedings of the Spring Servitization Conference: Driving Competitiveness through Servitization. Paper presented at 7th Spring Servitization Conference, Copenhagen, 14-16 May 2018 (pp. 163-172). United Kingdom
Open this publication in new window or tab >>Exploiting digitalization opportunities  through business models: empirical insights  from leading swedish manufacturing companies
2018 (English)In: Proceedings of the Spring Servitization Conference: Driving Competitiveness through Servitization / [ed] Ali Bigdeli, Thomas Frandsen, Jawwad Raja, Tim Baines, United Kingdom, 2018, p. 163-172Conference paper, Published paper (Refereed)
Abstract [en]

Purpose: To enhance understanding about the process when evaluating a digitally enabled business model opportunity. 

Design/Methodology/Approach: This exploratory case study provides insights from workshops and interviews with 12 leading providers and customers within the Swedish manufacturing industry. 

Findings: The novel contribution of this study is a framework for evaluating digitally enabled alternative business model opportunities. Starting from a specific customer opportunity and a corresponding alternative business model, the framework guides firms in (1) assessing opportunities, (2) analysing risks, and (3) financial modelling, to arrive at a go or no-go for exploiting digital business model opportunities. 

Originality/Value: The study presents important insights for managers on how to handle business opportunities created by digitalization, by evaluating alternative business models. 

Place, publisher, year, edition, pages
United Kingdom: , 2018
Keywords
Digitalization, Business model innovation, Evaluation framework, Advanced services
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-70094 (URN)
Conference
7th Spring Servitization Conference, Copenhagen, 14-16 May 2018
Projects
DigIn - Digital Innovation of Business Models
Funder
VINNOVA
Available from: 2018-07-09 Created: 2018-07-09 Last updated: 2018-11-09Bibliographically approved
Lenka, S., Parida, V., Rönnberg Sjödin, D. & Wincent, J. (2018). Exploring the microfoundations of servitization: How individual actions overcome organizational resistance. Journal of Business Research, 328-336
Open this publication in new window or tab >>Exploring the microfoundations of servitization: How individual actions overcome organizational resistance
2018 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, p. 328-336Article in journal (Refereed) Published
Abstract [en]

Servitization research has principally focused on the transition of organizational-level strategy, systems, capabilities, and processes for firms to be able to offer advanced services to their customers. Less is known of the underlying microfoundational dynamics of such transitions at the individual-level. Based on a multiple case study of six large multinational industrial firms engaged in servitization efforts, this paper identifies the tactics (i.e., evangelizing, bootlegging, leveraging, and collaborating) that individuals adopt to overcome organizational resistance to servitization. This study also presents the conditions that are necessary for individual employees to adopt these tactics. The present study provides theoretical and practical implications of the microfoundations of servitization, focusing attention on individual-level actions that affect the outcomes at the organizational-level to drive servitization efforts.

Place, publisher, year, edition, pages
Elsevier, 2018
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-66719 (URN)10.1016/j.jbusres.2017.11.021 (DOI)000434004100034 ()
Note

Validerad;2018;Nivå 2;2018-06-21 (andbra)

Available from: 2017-11-23 Created: 2017-11-23 Last updated: 2018-06-21Bibliographically approved
Sundén, L., Frishammar, J. & Parida, V. (2018). How to design revenue models for smart connected products. In: : . Paper presented at 25th International EurOMA Conference, Budapest, 24-26 June 2018.
Open this publication in new window or tab >>How to design revenue models for smart connected products
2018 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Manufacturing industry currently undergoesa transformation where digitalization throughsmartconnected products enable newinnovativeservice solutions.A key challenge for companies is capturingprofitsby designing appropriate revenue models for such service solutions. Through a case study of 11 companies, this study enhances knowledge about how to design revenue models forsmart connected product-services. The paperprovides novel insights about howto design new revenue models in a structured way by outlininga framework of keysteps and activities. By doing so it bridgesthe emerging digitalization literature with literature on servitization, advanced services and service solutions.

Keywords
Revenue models, Smart connected products, Servitization
National Category
Economics and Business Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-70408 (URN)
Conference
25th International EurOMA Conference, Budapest, 24-26 June 2018
Available from: 2018-08-15 Created: 2018-08-15 Last updated: 2018-08-15Bibliographically approved
Gama, F., Frishammar, J. & Parida, V. (2018). Idea generation and open innovation in SMEs: When doesmarket‐based collaboration pay off most?. Creativity and Innovation Management
Open this publication in new window or tab >>Idea generation and open innovation in SMEs: When doesmarket‐based collaboration pay off most?
2018 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed) Epub ahead of print
Abstract [en]

Small- and medium-sized enterprises (SMEs) largely depend on proficient idea generation activities to improve their front-end innovation performance, yet the liabilities of newness and smallness often hamper SMEs’ ability to benefit from systematic idea generation. To compensate for these liabilities, many SMEs adopt an open innovation approach by collaborating with market-based partners such as customers and suppliers. This study investigates the relationship between SMEs’ systematic idea generation and front-end performance and investigates the moderating role of market-based partnership for SMEs. Drawing on a survey of 146 Swedish manufacturing SMEs, this study provides two key contributions. First, the systematic idea generation and front-end performance relationship in SMEs is non-linear. Accordingly, higher levels of front-end performance are achieved when idea generation activities are highly systematic. Second, the returns from higher levels of systematic idea generation are positively moderated by market-based partnerships. Thus, external cooperation with customers and suppliers pays off most toward front-end performance when SMEs have highly systematic idea generation processes. These results indicate a contingency perspective on the role of external partnerships. They also have implications for research into the front-end of innovation and open innovation in the context of SMEs.

Place, publisher, year, edition, pages
John Wiley & Sons, 2018
Keywords
open innovation, front-end of innovation, idea generation, organisational routines, market-based partnership
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-68480 (URN)10.1111/caim.12274 (DOI)
Available from: 2018-04-24 Created: 2018-04-24 Last updated: 2018-09-25
Patel, P. C., Parida, V., Jayaram, J. & Oghazi, P. (2018). Task equivocality and process modularity in R&D offshore collaboration projects. Journal of Business Research, 93, 12-22
Open this publication in new window or tab >>Task equivocality and process modularity in R&D offshore collaboration projects
2018 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 93, p. 12-22Article in journal (Refereed) Published
Abstract [en]

Task equivocality could be a key impediment in offshore collaboration projects. Process modularity, or the extent to which offshore collaboration tasks can be decoupled and re-sequenced with little loss of functionality in offshore collaboration, could help lower task equivocality. Process modularity could be further complemented by knowledge conversion cycles and offshoring collaboration competence to further lower task equivocality. We use data from 86 offshore research and development collaboration projects between two strategic business units of a large European firm and their partner firms in India. The results show that process modularity was not associated with task equivocality. However, with increasing process modularity, higher levels of knowledge conversion cycles or offshore collaboration competence were negatively associated with task equivocality. These preliminary findings extend our knowledge of task equivocality in the context of offshore collaboration projects.

Place, publisher, year, edition, pages
Elsevier, 2018
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-70681 (URN)10.1016/j.jbusres.2018.08.015 (DOI)2-s2.0-85052459055 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-08-31 (andbra)

Available from: 2018-08-31 Created: 2018-08-31 Last updated: 2018-09-07Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-3255-414X

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