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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
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
Reim, W., Rönnberg Sjödin, D. & Parida, V. (2017). Adaption of  Product-Service System (PSS) Business Model Innovations in Global Distribution Networks. In: : . Paper presented at 24th International Product Development Management Conference IPDMC, 2017, Reykjavik, Iceland, June 11-13, 2017.
Open this publication in new window or tab >>Adaption of  Product-Service System (PSS) Business Model Innovations in Global Distribution Networks
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Offering product-service systems (PSS) is argued to result in significant benefits to economic, environmental and social sustainability but also entails a significant challenges related to relational dynamics between the manufacturer and the service providers belonging to the distributer network. As most large manufacturing companies operate globally, their delivery network partners also tend to be globally distributed. This adds to heterogeneity within the global distribution network, where products and services sales largely relay upon readiness and willingness of their distributers to sell PSS innovations successfully. Thus, firms must actively manage the resistance in the distributer network to adopt and implement PSS business model innovations. Therefore, the purpose of this paper is to investigate how manufacturing companies can facilitate adoption of PSS business model innovations among their global distributer network. In a single case study we interviewed 23 respondents from the headquarter, regional managers and distributer network which resulted in unique insides about the challenges, needs and expectations of the different functions and how they differ from each other. The data clearly reveals that the distributer network varies significantly in terms of their readiness and ability to offer advanced services. The distributers can be classified based on the PSS business models that they are currently offer or based on certain characteristics that influence their possibility to offer advanced services (e.g. customer characteristics, market characteristics and distributer capabilities). Based on this classification and the individual challenges of the distributers, support mechanisms for managing PSS adoption in a global distributer network were identified. The mechanisms differ based on the maturity of the distributer and based on whether they support the value creation, value delivery or value capture (business model elements). The findings show that the distributers need to be treated differently based on their maturity level in order to adopt PSS successfully and that the manufacturer need to be actively involved in the development of all distributors.

National Category
Economics and Business Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-65760 (URN)
Conference
24th International Product Development Management Conference IPDMC, 2017, Reykjavik, Iceland, June 11-13, 2017
Available from: 2017-09-21 Created: 2017-09-21 Last updated: 2017-11-24Bibliographically approved
Cenamor, J., Rönnberg Sjödin, D. & Parida, V. (2017). Adopting a Platform Approach in Servitization: Leveraging the Value of Digitalization. International Journal of Production Economics, 192, 54-65
Open this publication in new window or tab >>Adopting a Platform Approach in Servitization: Leveraging the Value of Digitalization
2017 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 192, p. 54-65Article in journal (Refereed) Published
Abstract [en]

This study explores how a platform approach facilitates the implementation of advanced service offerings in manufacturing firms. Understanding servitization through a platform approach is important because many manufacturing firms fail to manage the service paradox, that is, the challenge of simultaneously enriching the value proposition by adding services while maintaining cost levels. This study focuses on how adopting a platform approach leverages the value of digital and information technologies (e.g., smart and connected machines) for advanced service offerings. It is argued that a platform approach based on a modular architecture can enable manufacturers to pursue both customization and operational efficiency. Based on multiple case studies, the findings highlight the importance of information modules replacing product and service modules as the core modules for successful servitization. More specifically, the findings illustrates the journeys of manufacturing firms as they leverage value from information modules to facilitate the orchestrating role of back-end units and the builder role of front-end units.

Place, publisher, year, edition, pages
Elsevier, 2017
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-61324 (URN)10.1016/j.ijpe.2016.12.033 (DOI)000412041200006 ()2-s2.0-85009170711 (Scopus ID)
Note

Validerad;2017;Nivå 2;2017-09-21 (andbra)

Available from: 2017-01-09 Created: 2017-01-09 Last updated: 2018-07-10Bibliographically approved
Parida, V. & Rönnberg Sjödin, D. (2017). Advanced Service Business Models for Circular Economy. In: : . Paper presented at The Spring Servitization Conference 2017, Lucerne, Switzerland, 15-17 May 2017.
Open this publication in new window or tab >>Advanced Service Business Models for Circular Economy
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Themanufacturing industry is moving from linear and material-intensive businessmodels toward a more circular economy that effectively uses available resourcesto enhance both profits and sustainability. This new circular economyemphasizes offering advanced services rather than pure goods. Transitioningfrom product to service sales provides multiple possibilities to introduce circular business models, where new forms of value can be created for providers, their customers, and other actors in the ecosystem by utilizing resources more efficiently.Companies need to develop the business models from a ecosystem perspective that involves effectively distributing responsibilities and closely integrating activitiesthroughout the ecosystem. In contrast, current business model practices are often too firm-centric and consider a single firm as a relevant unit, despite the fact that a network of ecosystem actors, such as providers, customers, service partners, and digital actors, are necessary to realize a total offer and for sustainability effects to materialize. Therefore,important questions about the distribution of activities, roles, cost- and revenue sharing, value creation and capture, and procurement are currently left unanswered. In sum, due to these problems, current methods for ecosystem business model development often fail to live up to the full sustainabilit ypotential of advanced services. Thus, we argue for need to develop and test method sfor circular or advanced service business models that is valid from an ecosystem perspective

Keywords
Servitization, business models, digitalization
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-65014 (URN)
Conference
The Spring Servitization Conference 2017, Lucerne, Switzerland, 15-17 May 2017
Available from: 2017-08-11 Created: 2017-08-11 Last updated: 2017-11-24Bibliographically approved
Rönnberg Sjödin, D., Parida, V. & Lindström, J. (2017). Barriers and conditions of open operation: a customer perspective on value co-creation for integrated product-service solutions. International Journal of Technology Marketing, 12(1), 90-111
Open this publication in new window or tab >>Barriers and conditions of open operation: a customer perspective on value co-creation for integrated product-service solutions
2017 (English)In: International Journal of Technology Marketing, ISSN 1741-878X, E-ISSN 1741-8798, Vol. 12, no 1, p. 90-111Article in journal (Refereed) Published
Abstract [en]

Enabling value co-creation between provider and customer is a key requirement for successful adoption of integrated product-service offerings in a capital good industrial setting. However, little is known about the barriers and conditions explaining customers willingness to open up their internal processes for value co-creation with providers. Based on a multiple exploratory case studies with four customers and four providers within the manufacturing and process industries, this study identifies three barriers to open operation (operational cultural resistance, loss of operational know-how and risk of operational conflict) which may restrict the potential for increased value co-creation and must be managed to support the adoption of integrated solutions. In addition, we identify two key conditions related to the criticality of the operational process and the state of operational competences as strong influences for which form of open operation engagement would be favoured by customer. The study holds both theoretical and practical implications.

National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation; Control Engineering
Identifiers
urn:nbn:se:ltu:diva-59885 (URN)10.1504/IJTMKT.2017.10002376 (DOI)2-s2.0-85033216602 (Scopus ID)
Note

Validerad; 2017; Nivå 1; 2017-02-28 (rokbeg)

Available from: 2016-10-24 Created: 2016-10-24 Last updated: 2017-11-24Bibliographically approved
Gama, F., Rönnberg Sjödin, D. & Frishammar, J. (2017). Managing interorganizational technology development: Project management practices for market- and science-based partnerships. Paper presented at 16th International CINet Conference, Stockholm, 13-15 September 2015. Creativity and Innovation Management, 26(2), 115-127
Open this publication in new window or tab >>Managing interorganizational technology development: Project management practices for market- and science-based partnerships
2017 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 26, no 2, p. 115-127Article in journal (Refereed) Published
Abstract [en]

Firms are increasingly relying on collaborating with external partners to drive technology development. Many firms struggle with managing the inherently uncertain and ambiguous technology development process, however, especially with external actors involved, because they may not have or share the same project management practices concerning coordination and control activities. To address this gap, this study examines appropriate project management practices for market- and science-partnerships in three large technology intensive firms. Our results suggest that interorganizational technology development is problematic because firms lack sufficient partner understanding and struggle with aligning their project management practices with those of their partners. To address these problems, we identify project management practices of coordination and control to fit the contingencies of each type of partner collaboration. Our results provide implications for theory and managerial practices related to managing interorganizational technology development.

Place, publisher, year, edition, pages
John Wiley & Sons, 2017
Keywords
interorganizational project management; technology development; control; coordination; market-based partners; science-based partners.
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Product Innovation; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-60642 (URN)10.1111/caim.12207 (DOI)000404288900002 ()2-s2.0-85019114880 (Scopus ID)
Conference
16th International CINet Conference, Stockholm, 13-15 September 2015
Note

2017-05-11 (andbra);Konferensartikel i tidskrift

Available from: 2016-11-23 Created: 2016-11-23 Last updated: 2018-07-10Bibliographically approved
Gama, F., Rönnberg Sjödin, D. & Frishammar, J. (2017). Open innovation in technology development: how an integrated set of project management practices can help companies to collaborate better with market- and science-based partners in technology development. Management of Innovation and Technology, 2(1), 5-7
Open this publication in new window or tab >>Open innovation in technology development: how an integrated set of project management practices can help companies to collaborate better with market- and science-based partners in technology development
2017 (English)In: Management of Innovation and Technology, ISSN 2001-208X, Vol. 2, no 1, p. 5-7Article in journal (Other academic) Published
Place, publisher, year, edition, pages
Stiftelsen IMIT – Institute for Management of Innovation and Technology, 2017
Keywords
Technology development
National Category
Business Administration Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-63587 (URN)
Funder
Ragnar Söderbergs stiftelse, 487142
Note

We gratefully acknowledge the support from the Brazlian government and from the Ragnar Söderberg foundation as well as our industrial partners which made this research possible.

Available from: 2017-05-29 Created: 2017-05-29 Last updated: 2017-11-24Bibliographically approved
Sjödin, D. R., Parida, V. & Kohtamäki, M. (2016). Capability configurations for advanced service offerings in manufacturing firms: Using fuzzy set qualitative comparative analysis (ed.). Journal of Business Research, 69(11), 5330-5335
Open this publication in new window or tab >>Capability configurations for advanced service offerings in manufacturing firms: Using fuzzy set qualitative comparative analysis
2016 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 11, p. 5330-5335Article in journal (Refereed) Published
Abstract [en]

The present study contributes to the servitization literature demonstrating capability configurations that lead to successful advanced service offerings. Drawing on a data set of 131 Swedish manufacturing firms, the present study utilizes a configurational comparative method, namely fuzzy-set qualitative comparative analysis (fsQCA), to identify influential capability configurations. This study identifies four capability configurations that enable advanced service offerings in manufacturing companies. The results highlight the importance of a configurational approach towards understanding service capabilities and suggest two key paths based upon service development capabilities and mass service customization capabilities that firms may follow in achieving advanced service offerings.

National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-6059 (URN)10.1016/j.jbusres.2016.04.133 (DOI)000383936800101 ()2-s2.0-85006778808 (Scopus ID)4427a106-e905-48d2-bb6f-73baeb3668ac (Local ID)4427a106-e905-48d2-bb6f-73baeb3668ac (Archive number)4427a106-e905-48d2-bb6f-73baeb3668ac (OAI)
Note

Validerad; 2016; Nivå 2; 2016-10-26 (andbra)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Lenka, S., Parida, V., Rönnberg Sjödin, D. & Wincent, J. (2016). Digitalization and advanced service innovation: How digitalization capabilities enable companies to co-create value with customers. Management of Innovation and Technology (3), 3-5
Open this publication in new window or tab >>Digitalization and advanced service innovation: How digitalization capabilities enable companies to co-create value with customers
2016 (English)In: Management of Innovation and Technology, no 3, p. 3-5Article in journal (Other (popular science, discussion, etc.)) Published
Keywords
Digitalization, Capabilities, Service Innovation, Value Co-creation
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-59760 (URN)
Available from: 2016-10-14 Created: 2016-10-14 Last updated: 2017-11-24Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-5464-2007

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