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  • 1.
    Gama, Fabio
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Rönnberg Sjödin, David
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design. Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Frishammar, Johan
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    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 development2017Inngår i: Management of Innovation and Technology, ISSN 2001-208X, Vol. 2, nr 1, s. 5-7Artikkel i tidsskrift (Annet vitenskapelig)
  • 2.
    Jovanovic, Marin
    et al.
    Luleå tekniska universitet.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Sjödin, David
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    The evolution of digital platforms: Exploring the interplay between digital generativity and solution value space2019Konferansepaper (Fagfellevurdert)
    Abstract [en]

    This study explores how the evolution of digital platforms enable the growth of solution value space in manufacturing firms. Greater generativity of digital modules increases the value space and associated solution scope of the digital platforms. This study focuses on the evolution of digital platforms, that is, how design recombination of digital module units can facilitate manufacturers to deliver multiple advanced solutions through use recombination. Based on multiple case studies in the construction industry, the findings present the maturity model of three digital platforms for manufacturers: (1) connected product platform, (2) fleet management platform and (3) digital industrial platforms. First, connected product platform generates a service space from a single digital module as a value offer to customer. Second, fleet management platform leverages on assemblages of digital modules that enables multiple advanced solutions though use recombination. Finally, digital industrial platform extends the level of platform openness by promoting digital generativity to specialized complementors. Thus, study also sheds light on the generativity tension by helping firms to navigate the balance between promoting and constraining digital generativity.

  • 3.
    Parida, Vinit
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Rönnberg Sjödin, David
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design. Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Advanced Service Business Models for Circular Economy2017Konferansepaper (Fagfellevurdert)
    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

  • 4.
    Reim, Wiebke
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Sjödin, David
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    GLOBAL IMPLEMENTATION OF CIRCULAR BUSIENSS MODELS – DECISION SUPPORT2019Inngår i: Spring Servitization Conference, 2019Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Purpose: Circular business models have a huge potential to lead to economic, social and environmental benefits. But in order to archive this it is crucial to reach global implementation. Therefore, the purpose of this paper is to investigate how firms can assess the potential and criteria for implementing circular business models in different global markets.

    Design/Methodology/Approach: To reach the stated purpose, we have adopted a quantitative research approach and undertaken 25 explorative interviews in three large Swedish manufacturing companies and their global service network.

    Findings: In this paper, a decision support tool to choose the appropriate circular business model for global implementation has been developed that facilitates the first steps towards circular business models implementation. It identifies eleven criteria that should be analysed to decide the appropriate circular business model.

    Originality/Value: Circular business models have not yet reached wide implementation. One reason is that they are often presented as one fits all solutions but this is not appropriate for global implementation. Therefore, the decision tree that is developed in this paper helps companies to choose the circular business model that is most appropriate for a specific product in a specific market.

  • 5.
    Sjödin, David
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Hur Företag Kan Tjäna på Digitalisering: Möjligheter, Fallgropar Och Lärdomar2018Annet (Annet (populærvitenskap, debatt, mm))
    Abstract [sv]

    I en tid av digitalisering utmanas företagen att nyttja digitala möjligheter sprungna ur exempelvis det industriella internet of things, big data och artificiell intelligens. Den transformativa kraften i digital teknik möjliggör affärsmodells-innovation och nya sätt att skapa värden för industriföretag där tjänster och ökat kundfokus är centralt. Digitalisering exponerar emellertid företagen för betydande risk och finansiell belastning p.g.a. bristande förståelse för lämpliga affärsmodeller och organisatoriska utmaningar. I den här policysammanfattningen summeras insikter från studier av mer än 40 ledande företag (såväl leverantörer som småföretag och kunder) som engagerat sig i digital affärsmodellsinnovation. De övergripande slutsatserna presenteras i form av tre fällor och sex lärdomar för att dra nytta av digitalisering. Att lyckas med digitalisering är långt mycket mer komplext än att utveckla ny teknik. En lyckad implementering kräver samspel och förändring mellan teknik, organisatoriska processer och människor samt affärsmodeller både inom företaget och externt i ekosystemet.

  • 6.
    Sjödin, David
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Opinion:: Så här kan industrin lyckas med omvandlingen till 4.02018Inngår i: Ny teknik, ISSN 1402-4845Artikkel i tidsskrift (Annet (populærvitenskap, debatt, mm))
    Abstract [sv]

    DEBATT. Ta små utvecklingssteg i digitaliseringen, lär av andra företag och undvik att lägga allt krut på ett stort komplext system som snabbt kan vara utdaterat, skriver David R Sjödin, forskare vid Luleå tekniska universitet.

  • 7.
    Sjödin, David
    et al.
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    How Firms Co-CreateValue In Digital Servitization: A Process View On Digitalization Relationships2019Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Purpose: Digitalization is a fundamental disruptive force of Industry 4.0, which is revolutionizing the way business is conducted within industrial value chains. However, many firms are not prepared to benefit from the promise digitalization holds. A radical shift in the innovation process is required entailing increased emphasis on agility and co-creation of value through design, customization and delivery of increasingly intangible digital offerings in cooperation with their customers. Yet, literature on this topic is scarce. The purpose of this paper is to investigate how firms can co-create digital innovations with their customers to avoid the digital paradox.

    Design/Methodology/Approach: The present research is based on an empirical study of four providers and their customers in manufacturing industries.

    Findings: The results showcase the importance of aligning roles in co-creation and presents a detailed process model of ideation, development and implementation. Notably, we identify how forming dedicated joint teams at the strategic, managerial and operational levels are key to ensure appropriate cooperation and governance of co-creation engagements. We further detail how key activities for the joint teams vary over the phases of the innovation process.

    Originality/Value: This study contributes to the growing body of literature on value co-creation in digital servitization by providing an in-depth account of how value co-creation processes for leveraging digitalization unfolds between provider and customer. This study offers four contributions. First, this study shows that value co-creation require openness and resource dedication from both provider and customer. Second, results show that value co-creation processes are interdependent and both parties perspective should be considered in parallel to ensure alignment throughout the process. Third, value co-creation is best managed through an agile approach which requires continuous innovation over time especially in the delivery phase. Finally, using the value co-creation lens provides novel insights into the digital paradox and how to profit from complex digitally enabled advanced services.

  • 8.
    Sjödin, David
    et al.
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Cenamor, Javier
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Digital Platforms to Enable Servitization: How leading manufacturers leverage digitalization to provide advanced services2018Inngår i: Management of Innovation and Technology, ISSN 2001-208X, nr 3, s. 10-11Artikkel i tidsskrift (Annet (populærvitenskap, debatt, mm))
    Abstract [en]

    Swedish manufacturing firms are increasingly adopting pioneering digital technologies and analytics to support advanced service provision in an attempt to achieve sustainable competitive advantages. This article explains how a platform approach to digitalization can help manufacturers achieve both customization and operational efficiency in advanced service provision across global markets.

  • 9.
    Sjödin, David
    et al.
    Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Jovanovic, Marin
    Luleå tekniska universitet.
    Visnjic, Ivanka
    Luleå tekniska universitet.
    Value creation and value capture alignment inthe shift to open business models2019Konferansepaper (Fagfellevurdert)
    Abstract [en]

    This study argues that successful shift to open business models relies on aligning value-creation and value-capture activities through interactive processes involving both provider and customer. Yet, little is known about how such processes unfold. To address these research gaps, this study examines how provider-customer relationships unfold by examining outcome-based contracts (OBC). Data from two successful and four failed OBC relationships within the manufacturing and process industry demarcates three phases in the shift to open business models - defining value potential, designing value delivery and delivering value improvements. The success or failure of each phase stems from the interplay and alignment between value creation and value capture activities specific to that phase, instead of focus on value creation in one phase and value capture in another. More precisely, the process model shows that the provider and the customer engaged in OBC relationship iterate and align between: 1) revising the value-creation logic and assessing the value-capture potential 2) formulating value-creation processes and constructing value-capture mechanisms and finally 3) enhancing value-creation activities and regulating value capture. This process model contributes to the literature streams on open business models and servitization by showing that both providers and customers needs to be actively involved in managing the dynamic interdependencies between value creation and value capturing activities in the shift to open business models and OBC.

  • 10.
    Sjödin, David
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi. Luleå tekniska universitet, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi. University of Vaasa, Finland.
    Leksell, Markus
    Accenture.
    Petrovic, Alexsandar
    Deloitte.
    Smart Factory Implementation and Process Innovation: A Preliminary Maturity Model for Leveraging Digitalization in Manufacturing : Moving to smart factories presents specific challenges that can be addressed through a structured approach focused on people, processes, and technologies.2018Inngår i: Research technology management, ISSN 0895-6308, E-ISSN 1930-0166, Vol. 61, nr 5, s. 22-31Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Thedevelopment of novel digital technologies connected to the Internet of Things, alongwith advancements in artificial intelligence and automation, is enabling a newwave of manufacturing innovation. “Smart factories” will leverage industrialequipment that communicates with users and with other machines, automatedprocesses, and mechanisms to facilitate real-time communication between thefactory and the market to support dynamic adaptation and maximize efficiency. Smartfactories can yield a range of benefits, such as increased process efficiency,product quality, sustainability, and safety and decreased costs. However, companiesface immense challenges implementing smart factories, given the large-scalesystemic transformation the move requires. We use data gathered from in-depth studiesof five factories in two leading automotive manufacturers to analyze these challengesand identify the key steps needed to implement the smart factory concept. Basedon our analysis, we offer a preliminary maturity model for smart factory implementationbuilt around three overarching principles: cultivating digital people, introducingagile processes, and configuring modular technologies.

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