Change search
Refine search result
12 51 - 74 of 74
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
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering. University of Vaasa, Department of Management, Vaasa, Finland.
    Kohtamäki, Marko
    University of Vaasa, Department of Management, Vaasa, Finland.
    Relational governance strategies for advanced service provision: Multiple paths to superior financial performance in servitization2019In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 101, p. 906-915Article in journal (Refereed)
    Abstract [en]

    The ability of manufacturing companies to offer advanced services and achieve superior financial performance remains an open question in the servitization literature. One central question relates to how providers govern customer relationships to realize profits through servitization. This study addresses this question by unraveling the complex relations between advanced service provision, relational governance strategies, and the financial performance of manufacturing firms. Drawing on a dataset of 50 Swedish advanced service providers, this study uses a configurational comparative method—namely, fuzzy-set qualitative comparative analysis (fsQCA)—to identify the influence of configurations of governance conditions (i.e., service innovation, perceived switching costs, the attractiveness of alternatives, and explicit contracts) on firm performance. This study contributes through the identification of three alternative governance strategies that enable advanced service providers to benefit from service provision: 1) innovation governance strategy (high service innovation, low attractiveness of alternatives, and low use of explicit contracts); 2) relational governance strategy (high service innovation, high perceived switching costs, and low use of explicit contracts); and 3) market-based governance strategy (high service innovation, low perceived switching costs, high attractiveness of alternatives, and high use of explicit contracts). These results enrich the literature on servitization and advanced services by reflecting the need to apply diverse relational governance strategies. The results suggest multiple paths to superior financial performance.

  • 52.
    Sjödin, David
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering. Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering. 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.2018In: Research technology management, ISSN 0895-6308, E-ISSN 1930-0166, Vol. 61, no 5, p. 22-31Article in journal (Refereed)
    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.

  • 53.
    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.

  • 54.
    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”.

  • 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
    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.

  • 57.
    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

  • 58.
    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.

  • 59.
    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.

  • 60.
    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.

  • 61.
    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.
    The role of individuals for Absorptive capacity in Industrial R&D2015Conference paper (Refereed)
    Abstract [en]

    Absorptive capacity, conceptualized as identifying, selecting and integrating useful knowledge from the environment into commercial applications, is a key capability for any organization, team or individual. While prior literature has made substantial advancement into the performance consequences of absorptive capacity, few studies have addressed what actually constitutes ACAP on a micro level. Thus, there exists a significant gap within the literature concerning the micro-foundations of ACAP. This study attempts to fill this gap by means of multiple case studies within the R&D organizations of three multinational engineering firms. Our findings show how the micro foundations of absorptive capacity are rooted in individual skills, roles and relationships.

  • 62.
    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.
    The role of individuals for Absorptive capacity in Industrial R&D2016In: IAMOT 2015: 24th International Association for Management of Technology Conference: Technology, Innovation and Management for Sustainable Growth, Proceedings / [ed] G.A. Thopil; L. Pretorius, Pretoria: Graduate School of Technology Management, University of Pretoria , 2016, p. 477-487Conference paper (Refereed)
    Abstract [en]

    Absorptive capacity, conceptualized as identifying, selecting and integrating useful knowledge from the environment into commercial applications, is a key capability for any organization, team or individual. While prior literature has made substantial advancement into the performance consequences of absorptive capacity, few studies have addressed what actually constitutes ACAP on a micro level. Thus, there exists a significant gap within the literature concerning the micro-foundations of ACAP. This study attempts to fill this gap by means of multiple case studies within the R&D organizations of three multinational engineering firms. Our findings show how the micro foundations of absorptive capacity are rooted in individual skills, roles and relationships.

  • 63.
    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.
    Öppen innovation i produktutvecklingsprocessen2016In: Öppen innovation: i teori och praktik, Lund: Studentlitteratur AB, 2016, p. 157-173Chapter in book (Other academic)
    Abstract [sv]

    På samma sätt som stängda innovationsprocesser behöver ledas och styras för att fungera effektivt, behöver öppenna innovation-sprocesser ledning och styrning. För att hantera forsknings- och utvecklingsprojekt (FoU) använder de flesta stora företag en standardmodell kallad Stage-Gate-processen. I detta kapitel undersöks hur företag kan dra nytta av att öppna upp forsknings- och utvecklingsprocessen genom att integrera öppen innovation i denna process. Med hjälp av studier av flera företags utvecklingsprocesser har vi utforskat potentiella möjligheter för att anamma principerna för både inkommande och utgående öppen innovation. Med utgångspunkt i våra resultat och tidigare teori utvecklar vi en användarorienterad arbetsmodell, kallad den öppna Stage-Gate-modellen, som kan ses som ett första steg mot att integrera principerna för öppen innovation med existerande produktutvecklingsprocesser. Modellen drar nytta av fördelarna med öppenhet samtidigt som den anammar de systematiska och strukturerade aktiviteter som Stage-Gate-processen innebär. Medan den öppna Stage-Gate-modellen tar särskild hänsyn till in- och utflöde av kunskap och teknologi genom stegvisa utvärderingar, möjliggör den också kontinuerlig utvärdering av företagens affärsmodell och kärnkompetenser. Modellen har därmed stor betydelse för hur företag fångar värdet från såväl internt som externt utnyttjande av kunskap och teknologi i allt öppnare innovationsprocesser.

  • 64.
    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.

  • 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.
    Eriksson, Per-Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Managing uncertainty and equivocality in joint process development projects2016In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 39, p. 13-25Article in journal (Refereed)
    Abstract [en]

    Process development is key to competitiveness in process industries. However, budget overruns frequently plague process development projects which span organizational boundaries to involve both buyers and suppliers. We identify uncertainty and equivocality as key antecedents causing such negative effects, and investigate the reduction and performance implications of these two variables. An empirical survey of 52 joint process development projects show that project teams reduce uncertainty through early end-user involvement, whereas equivocality can be reduced by joint problem-solving activities among buyers and suppliers.

  • 66.
    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.

  • 67.
    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.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    How and Why Individuals Contribute to Organizational Absorptive Capacity2015Conference paper (Refereed)
    Abstract [en]

    At the organizational level absorptive capacity (ACAP) has been shown to lead to increased innovativeness, sales growth and competitive advantage. However, most studies adopt abstract firm level measures for absorptive capacity (e.g. R&D intensity) which provides little insight on how firms can work proactively to build ACAP. Therefore, recent literature calls for more in-depth research of the micro-foundations of ACAP at individual and team levels. This study seeks to contribute to such insights by focusing on the mechanisms that direct individual involvement in activities that contribute to ACAP. By means of multiple case studies with multi-national engineering firms we uncover key drivers, hinders and inhibitors toward individual contributions to absorption of new knowledge. Our results provide significant implications for literature as well as management practice.

  • 68.
    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.

  • 69.
    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.
    Kohtamäki, Marko
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Capability configurations for advanced service offerings in manufacturing firms: Using fuzzy set qualitative comparative analysis2016In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 11, p. 5330-5335Article in journal (Refereed)
    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.

  • 70.
    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.
    Kohtamäki, Marko
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Understanding the capability configurations for advanced service provision in manufacturing firms using fuzzy set QCA’2016Conference paper (Refereed)
    Abstract [en]

    Succeeding with advanced service provision presents major challenges for manufacturing companies. In particular, we lack insights into what capabilities are necessary to support the offering of a diverse portfolio of advanced services. Based on analysis of existing literature, we have identified four unique capabilities, namely digitalization capability, mass service customization capability, network management capability and service development capability, to be highly relevant and influential towards manufacturing companies’ ability to offer advanced services. Using a configurational comparative method, namely fuzzy-set qualitative comparative analysis (fsQCA) on a large data set of Swedish manufacturing firms, we identify capability configurations that lead to advanced service offerings. Thus, our study contributes to existing literature by suggesting that multiple paths denoted by combinations of capabilities can ensure advanced service offerings for manufacturing companies.

  • 71.
    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.
    Lenka, Sambit
    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.
    Vägen till tjänsteinnovationer hos globala tillverkningsföretag: Från samarbetande till integrerande och slutligen dirigerande förmågor2015In: Management of Innovation and Technology, ISSN 2001-208X, no 3, p. 3-5Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Då multinationella tillverkningsföretag strävar efter att utveckla tjänsteinnovationer mot globala marknader, står huvudkontorens forsknings och utvecklingsenheter (FoU) inför enorma utmaningar på grund av omfattande heterogenitet i marknadsförutsättningar, kundbehov och leveransförutsättningar. I våra studier av 13 ledande multinationella tillverkningsföretag fokuserade mot ökad tjänsteinnovation, har vi identifierat fyra kompetenser som speciellt viktiga för utveckling av globala tjänsteinnovationsförmågor: utveckling av kundinsikt, integration av innovationsförmågor, skapande av ett globalt tjänsteutbud och bygga en digitaliseringskapacitet.

  • 72.
    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.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Value co-creation process of integrated product-services: Effect of role ambiguities and relational coping strategies2016In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 56, p. 108-119Article in journal (Refereed)
    Abstract [en]

    Co-creating value is central to providing product–service solutions. The present study contributes to a better understanding of the transition process from traditional transaction-oriented roles to future co-creation roles within provider–customer relationships. Our inductive analysis of cross-comparative case studies, including eight provider–customer relationships, identifies significant role ambiguities among actors involved in this transition. In addition to identifying challenges, we explain how relational coping strategies help the partners manage the presence of role ambiguities during the value co-creation process. Notably, three types of role ambiguities (vague role expectations, unclear role descriptions and uncertain role scripts) often serve as barriers to co-creating value across different phases of the value co-creation process and require different relational response strategies (role clarification, role redefinition and role adaption) to cope with unclear expectations, responsibilities and demands. The present study contributes to the emerging literature on value co-creation by underlining the role dynamics in provider and customer relationships during the co-creation process of product–service solutions.

  • 73.
    Sundén, Lina
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Sjödin, David
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Exploiting digitalization opportunities  through business models: empirical insights  from leading swedish manufacturing companies2018In: 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 (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. 

  • 74.
    Sundén, Lina
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Sjödin, David
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Ecosystem Business Models for Smart City Platforms2019In: Ecosystem Business Models for Smart City Platforms / [ed] Bigdeli, A., Kowalkowski, C., Kindström, D., Baines, T., 2019Conference paper (Other academic)
    Abstract [en]

    Initiative towards “smart cities”, where digital technologies enable infrastructure, companies and inhabitants to interact and co-create value are increasing as a consequence of urbanization and digitalization. Indeed emphasis on smart cities has attracted considerable attention in research during the last decade and traditional B2B companies are increasingly providing smart city offerings. In most cases this includes investing in a digital platform where companies can share data with ecosystem actors, such as municipalities, infrastructure owners and utility companies, and build new value-adding services for diverse categories of customers. However, many companies are uncertain about their new role and ability to offer new service business models that would create, deliver and capture value from the digital platform. Research so far provide limited insights in on how actors develop new business models and their relationship with ecosystem partners in the smart city context. Thus, this study builds on platform theory with the purpose to enhance understanding how firms aligns ecosystem actor roles for smart city business models through digital platform. 

     

    The research adopted an exploratory multiple case study design to capture insights from two industrial ecosystems in the housing and utility industries. To enhance understanding about how actors collaborate to develop smart city platforms, 35 semi-structured interviews were performed with different ecosystem actors, and were analysed using MAXQDA software. The preliminary findings reveal answers to questions like: what challenges are connected to smart city business models? And what value do different actors generate through digital platforms and how do they capture and distribute value? Further, we develop a framework connecting actor roles, to the design of the digital platform and associated business models contributing to the smart city. Thus, this study provides valuable insights to both academia and practitioners related to business models enabled by digital platforms in the smart city context. 

12 51 - 74 of 74
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