Change search
Refine search result
12 51 - 67 of 67
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 51.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Open operation: A customer perspective on the co-creation of value for integrated product-service solutions2014Conference paper (Refereed)
    Abstract [en]

    Traditional manufacturing companies are increasingly offering integrated product-service solutions in order to secure their position in the globally competitive environment. However, little is known about the customers’ perspective and when they are willing to “open up” their internal processes for value co-creation with providers. Based on multiple exploratory case studies with three customers and three providers within the manufacturing and process industries, this study identifies two conditions related to type of processes (i.e. critical vs. non-critical) and internal competence situation (i.e. core vs. non-core) as strong influences for engaging in open operation. In addition, we identify three open operation barriers which may restrict the potential for increased value co-creation and needs to be managed to support the adoption of integrated solutions.

  • 52.
    Reim, Wiebke
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Örtqvist, Daniel
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Operationalizing Product-Service Business Models: How considering the interconnection between strategy, business models and tactics can support the implementation of product-service system offerings2014In: Management of Innovation and Technology, ISSN 2001-208X, no 4, p. 9-11Article in journal (Other (popular science, discussion, etc.))
  • 53.
    Reim, Wiebke
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Trust or Control: How to Manage Behavioural Uncertainty for Industrial Product-Service System Provision?2014Conference paper (Refereed)
    Abstract [en]

    Offering industrial product-services is argued to result in a significant change in the relational dynamics between provider and customer. The increased service content inherently leads to more co-creation of value with customers but may also increases the risks of opportunistic behaviour from customers. Such behaviour is hard to predict and therefore, understanding how provider can effectively manage such new behavioural challenges when offering industrial product-services is an important research question. The emerging Product-Service Systems (PSS) literature recognizes two ways to mitigate behavioural uncertainly, namely trust and control. However, these two concepts are not clearly understood in relation to managing provider and customer relationship in PSS. Therefore, the purpose of this study is to examine which conditions influence whether the provider should rely on trust or control to mitigate behavioural uncertainty. From a case study in a Swedish manufacturing company four factors where identified which include the history of the relationship, the customer’s culture, the market and the characteristics of the product.

  • 54.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    A lifecycle perspective on buyer-supplier collaboration in process development projects2013In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 24, no 2, p. 235-256Article in journal (Refereed)
    Abstract [en]

    Purpose – Development and implementation of new process equipment within the process industries frequently necessitate strong collaboration between process firms and their equipment suppliers in joint process development projects. However, collaboration in this setting entails significant challenges over the lifecycle of these projects. Accordingly, the purpose of this article is to explore the problems and opportunities faced encountered by equipment suppliers during collaboration with process firms, throughout the various lifecycle stages of process development projects.Design/methodology/approach – The article synthesizes results from 22 interviews in a multiple case study of eight equipment suppliers in the process industries and a comprehensive review of relevant literature to identify critical problems of opportunities during the lifecycle. In total, data was gathered from firms in six different countries.Findings – A deficient pre-study may create problems due to miscommunication during development when close interaction is required. Purchasing discussions can be done simultaneously to development when a supplier has been selected, although high uncertainty is a problem. It is important to get end-user feedback and commitment during development and later stages. During assembly and installation and start-up a variety of actors are working simultaneously which requires coordination and planning from an early stage. Close interaction and education with end-user is critical for the technology transfer in the start-up stage. Sharing of experiences enhances operational performance during production.Practical implications - The findings of this article serves as guidelines to managers in equipment supplier firms and their customers by highlighting the problems and opportunities for improvement that occur during the interconnected stages of process development projects.Originality/value – By focusing on the collaborative activities in different stages, this study theorizes the critical problem and opportunities in the lifecycle of process equipment. In addition this article outlines how joint process development activities can facilitate enhanced operational performance, by means of collaborative design and installation of new process equipment – i.e. “open operation”.Keywords – Open innovation; buyer-supplier relationships; collaboration; process equipment; operations management; project management.

  • 55.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Managing joint development of process technologies: empirical studies of interorganizational collaboration within the process industries2013Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    The concept of open innovation has gained widespread acceptance in different lines of research, and it has had a major impact on both research and practice during the last decade. The inherent logic of open innovation is simply that firms can and should use external as well as internal knowledge and information sources, and both internal and external paths to market, when they seek to maximize returns from development activities. While the mainstream literature has mainly reported on open innovation during product development, this thesis highlights the importance of open innovation activities during process development. Indeed, strong collaboration and significant joint development activities are typically required between buyers and suppliers when developing and implementing new process technologies. This is especially true in the process industries where process development is a key source of competitiveness. However, joint process development projects in this setting are often plagued by severe budget overruns, time delays, and quality problems. Developing and implementing new process technology is thus a risky endeavor that may seriously endanger long-term competitive advantages and the financial viability of firms if not managed proficiently. In particular, these projects are often complex to manage, as interdependencies among a number of actors, activities, and the overall process design create problems and information gaps for both buyers and suppliers. Therefore, there is a need for increased knowledge to facilitate improved collaboration so as to decrease the risk of project failure. Accordingly, the purpose of this thesis is to increase the understanding of how process firms and equipment suppliers can improve the management of joint development projects.Empirically, the results are based on three case studies and a comprehensive project-level survey within the process industries. The thesis is based on empirical data from 84 interviews with employees of two process firms and nine equipment suppliers as well as 251 survey respondents from 52 joint development projects. These numbers include respondents from eight European countries. The results can be summarized in a number of points. First, firms should revise their development processes to manage interorganizational collaboration. Second, different problems and collaborative activities must be managed as the project progresses from development to implementation. To this end, different stages require different participants and different modes of communication and coordination among participants. Thus, the content and the intensity of the collaboration should be tailored to the information processing needs in different stages of the equipment’s lifecycle. To support an appropriate collaboration process, firms should tailor their procurement procedures to the characteristics of the project. These findings present a number of implications for managers and practitioners alike in light of the increasing importance of interorganizational collaboration and process development.

  • 56.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Managing Joint Process Development: study of buyer-supplier collaboration at the project level2013In: IAMOT 2013: conference proceedings, 2013Conference paper (Refereed)
    Abstract [en]

    Excessive project budget overruns is a serious problem that may endanger long-term competitive advantage and financial viability of firms engaged with process development together with equipment suppliers. Joint development of new process technology often span organizational boundaries and are frequently described as both uncertain and equivocal. With the aim to propose better management methods for such projects, we combine case study research with a multi-wave, multiple informant survey study of 52 collaborative process development projects. Our results show that joint problem solving is the key to reduce equivocality, whereas early end-user involvement allows project participants to reduce uncertainty. Uncertainty has a clear negative effect on budget performance, whereas mixed results were obtained for equivocality. These findings provide important implications for both theory development and operations management practice.

  • 57.
    Eriksson, Per-Erik
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Osäkerhet och tvetydighet: problem i investeringsprojekt2013In: Process Nordic, ISSN 1652-0114, p. 8-8Article in journal (Other (popular science, discussion, etc.))
  • 58.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Processinnovation över företagsgränserna: Varför tidig brukarinvolvering och gemensam problemlösning skapar framgångsrika projekt2013In: Management of Innovation and Technology, ISSN 2001-208X, no 2, p. 4-5Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Processutvecklingsprojekt mellan företag är ofta komplexa och riskfyllda, och resulterar inte sällan i oönskade projektavvikelser i tid, kostnad och kvalitet. Vår studie av 52 sådana projekt visar att tidig brukarinvolvering och gemensam problemlösning är nyckelaktiviteterna som möjliggör för medverkande parter att reducera osäkerhet och tvetydighet, och därmed skapar bättre förutsättningar för framgångsrika projekt.

  • 59.
    Parida, Vinit
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Ylinenpää, Håkan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Win-Win collaboration, functional product challenges and value-chain delivery: An explorative case study approach2013In: Procedia CIRP, ISSN 2212-8271, E-ISSN 2212-8271, Vol. 11, p. 86-91Article in journal (Refereed)
    Abstract [en]

    Functional products (FPs) comprises of integrated hardware, software, and a service support system components that are bundled together to offer higher customer value and possibility to generate revenue. However, offering FPs requires forming and managing win-win collaboration with diverse global value chain partners. Based on twenty explorative interviews at two Swedish manufacturing companies, we specifically focus on the collaboration between FP provider and its value-chain delivery organizations. Our results show that such collaborations can lead to win-lose or lose-win situations. Furthermore, we identify six diverse relational challenges which could negatively influence the collaboration between FP providers and its value-chain delivery organizations

  • 60.
    Eriksson, Per-Erik
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Procurement procedures for supplier integration and open innovation in process development projects2012In: Perspectives on Supplier Innovation: Theories, Concepts and Empirical Insights on Open Innovation and the Integration of Suppliers, Imperial College Press, 2012, p. 405-442Chapter in book (Refereed)
  • 61.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Buyer-supplier collaboration in operational projects: Towards 'Open Operation'2011Conference paper (Refereed)
    Abstract [en]

    The purpose of this article is to explore the problems and opportunities faced by equipment suppliers during collaboration with firms in the process industries, throughout the different stages of operational projects. Empirically, results are obtained from 22 interviews in a multiple case study of eight equipment suppliers. The results show that strong collaboration is often required in operational projects to facilitate technology transfer and better operational performance. In particular, collaboration is essential to transfer knowledge about the equipment from the equipment supplier to the process firm in the start-up stage where intimate educational activities are typically required. However, these projects are often very complex to manage, as interdependences among a number of actors and activities create problems for both buyer and supplier. By focusing on the collaborations between process firms and equipment suppliers in the operational stages, this study shows how open innovation can facilitate not only product innovation but also process innovation, by means of collaborative selection and installation of new process equipment – i.e. “open operation”.

  • 62.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Leverantörssamverkan för innovation i processindustrin: Problem, möjligheter och rekommendationer2011In: Management of Innovation and Technology, ISSN 1102-5581, Vol. 2011, no 3, p. 7-9Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Processutveckling genom samverkan med utrustningsleverantörer är ett viktigt sätt att uppnå konkurrensfördelar för processföretag. Men hur ska samverkan bedrivas för att gagna båda parter? Ett livscykelperspektiv för nya investeringsprojekt i processindustri ger ökad insikt om hur problem och möjligheter i olika faser hänger ihop, och effektiv ledning av samverkan främjas genom beaktande av kritiska aktiviteter under livscykelns olika faser.

  • 63.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Open innovation in process industries: a lifecycle perspective on development of process equipment2011In: International Journal of Technology Management, ISSN 0267-5730, E-ISSN 1741-5276, Vol. 56, no 2-4, p. 225-240Article in journal (Refereed)
    Abstract [en]

    The development and installation of new process equipment in production plants typically requires strong collaboration among a process firm and various equipment suppliers. While incentives to collaborate often are strong, close collaboration also poses significant problems, throughout the lifecycle of process equipment. The purpose of this article is to explore the problems and opportunities faced by process firms and their equipment suppliers throughout the lifecycle stages of collaborative development projects. This paper combines literature on open innovation, collaborative development and buyer-supplier relationships. Empirically, we draw on a large number of interviews in a dual case study of two process firms. Our results show that strong collaboration is neither positive nor negative in general. Rather, opportunities, problems, and collaboration intensity are strongly contingent on the specific stage in the lifecycle of process equipment. Our findings underscore the managerial and theoretical importance of a lifecycle perspective on the development of process equipment, since significant overlaps and interconnections exist across different stages.

  • 64.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Managing open innovation in process industries2010Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    The concept of open innovation has received increased attention among practitioners as well as in academia in recent years. It provides a conceptual platform for understanding how external sources of knowledge drive internal growth. In addition, it also addresses the internal configurations needed for managing a more externally oriented innovation process. However, many firms still experience major managerial challenges in trying to adopt the principles of open innovation. The perhaps most important challenge in realizing the potential benefits of open innovation lies in modifying existing innovation activities and processes to incorporate the principles of open innovation, rather than creating something completely new. Therefore, the purpose of this thesis is to study the problems and opportunities arising when firms attempt to integrate open innovation activities within their development processes. Empirically, the results are based on three exploratory case studies within the process industries. In total, this thesis is based on 73 interviews from 2 process firms and 9 equipment suppliers to the process industries. Data was gathered in several different countries, and collectively these firms represent perspectives from Sweden, Norway, Finland, Switzerland, Germany, The Netherlands and The United Kingdom.Three papers are appended with the thesis. Paper I studies the overall challenges of integrating open innovation activities within an existing product development process. The key contribution is the enactment of a practitioner-oriented work model, named the open Stage-Gate model, which exploits the advantages of "openness" while simultaneously capturing the benefits deriving from the systematic and structured approach implied by the Stage-Gate process. Paper II studies a concrete application of open innovation by focusing on the development and installation of new or upgraded process equipment in process plants where collaborative efforts by a process firm and various suppliers of process equipment often are required. The analysis focuses on problems and opportunities in different stages of the equipments lifecycle and finds that the content and the intensity of the collaboration should be tailored to the different stages of the equipment's lifecycle. As such, the conclusions highlight the fact that being totally open in development activities is not always the most suitable option. Instead, different degrees of "openness" may be suitable at different stages. Paper III studies collaboration in the later operational stages of a process equipments lifecycle, from an equipment supplier perspective. The results presented in this paper underscore the importance of collaboration in the operational stages as these stages are critical to facilitate technology transfer and production performance.

  • 65.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Grönlund, Johan
    GE Oil & Gas.
    Open innovation and the stage-gate process: a revised model for new product development2010In: California Management Review, ISSN 0008-1256, E-ISSN 2162-8564, Vol. 52, no 3, p. 106-131Article in journal (Refereed)
    Abstract [en]

    This article explores how firms can benefit from opening up the new product development process by integrating the principles of open innovation with the Stage-Gate process. It examines the potential opportunities of employing the principles of both inbound and outbound open innovation within new product development at a firm in the upstream oil & gas industry. A practitioner-oriented work model, named the open Stage-Gate model, can exploit the advantages of "openness." This model allows explicit consideration of import and export of know-how and technology through gate evaluations and also enables firms to continuously assess their core capabilities and business model. The application of this model can assist firms in capturing value from both internal and external technology exploitation in increasingly open innovation processes.

  • 66.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Procurement procedures for supplier integration and open innovation in mature industries2010In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 14, no 4, p. 655-682Article in journal (Refereed)
    Abstract [en]

    The development and installation of new process equipment in production plants typically require strong collaborative efforts by a process firm and its equipment suppliers. However, existing knowledge about how such supplier integration and open innovation practices should be organized and managed is scarce. The purpose of this investigation is therefore to explore how process firms can organize and manage supplier integration and open innovation practices when developing and installing new process technology. By means of a literature review and a case study of two process firms, a lifecycle perspective on procurement is adopted. Our results show that the process firms utilize different interconnected cooperative procurement procedures in different stages of the equipment's lifecycle, in order to enhance integration both in buyer-supplier dyads and among the suppliers in the project network. The contributions of the paper are summarized and illustrated in a developed lifecycle-based procurement model that guides practitioners in organizing and managing supplier integration and open innovation practices

  • 67.
    Sjödin, David Rönnberg
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Open innovation in the process industries: managing the process of collaborative development2009In: 10th International CINet Conference: Enhancing the Innovation Environment : 6-8 September, 2009, Brisbane, Australia, Adelaide: Continuous Innovation Network (CINet) , 2009Conference paper (Refereed)
    Abstract [en]

    The development and installation of new or upgraded process technology in production plants may require strong collaboration among the process firm and the equipment suppliers. Such collaborations however entail both advantages and disadvantages to the partners. By means of an explorative case study in two process firms, we aim to shed light on the problems and opportunities arising from such collaborative efforts. By combining literature on open innovation, collaborative development and complex procurement, we address the questions of why, when and how such collaboration should be organized and managed. As such, the article contributes to management practice by helping process firms and equipment suppliers to better reap the benefits arising from joint collaborative efforts, while simultaneously avoiding the risks. Collaborative development was found important due both cost and competence reasons, especially during the early design stages and start-up activities. While collaborative performance was chiefly based on careful partner selection coupled with incentives and joint objectives.

12 51 - 67 of 67
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf