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  • 1.
    Gama, Fabio
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Rönnberg Sjödin, David
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design. Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and 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 development2017In: Management of Innovation and Technology, ISSN 2001-208X, Vol. 2, no 1, p. 5-7Article in journal (Other academic)
  • 2.
    Parida, Vinit
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Rönnberg Sjödin, David
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design. Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Advanced Service Business Models for Circular Economy2017Conference paper (Refereed)
    Abstract [en]

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

  • 3.
    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.

  • 4.
    Sjödin, David
    Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Hur Företag Kan Tjäna på Digitalisering: Möjligheter, Fallgropar Och Lärdomar2018Other (Other (popular science, discussion, etc.))
    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.

  • 5.
    Sjödin, David
    Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Hur individer engagerar sig i absorption av extern kunskap: En framväxande processmodell av individuell absorptionskapacitet2018In: Thules ÅrsbokArticle in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Denna artikel presenterar en processmodell som beskriver hur individer engagerar sig i absorptionen av extern kunskap till sin organisation. Datainsamling grundade sig på kunskapsarbetares erfarenheter av att identifiera, assimilera och exploatera extern kunskap hos tre innovativa tillverkningsföretag. Våra resultat illustrerar hur individer engagerar sig i att absorbera kunskapen genom tre faser av: (1) utvärdering av förutsättningar för assimilering, (2) försäkrande av gruppförankring och (3) möjliggörande av integration inom organisationen. Resultaten visar att om personen är motiverad för att driva idén och anser det tekniskt möjligt är han/hon mer sannolikt att försöka ansorbera och förankra det inom sin grupp. Vidare verkar styrkan i gruppförankring vara resultatet av hur väl individen kan visa affärsvärdet och säkerställa legitimitet för idén och därigenom säkerställa kunskapsassimilering. Ju starkare förankring desto större är sannolikheten för att individen tar kunskapen vidare för att integrera den på organisationsnivå, vars framgång verkar relaterad till hur väl individen lyckas lobba för stöd och att säkra resurser för att utnyttja kunskapen. Vår modell visar hur individer engagerar sig i att absorbera extern kunskap inom organisationen och hur det kan leda till tre resultat: idén exploateras, idén terminernas eller blir "fast" i limbo. Dessa resultat understryker rollen av individuellt engagemang och drivkraft för företagens absorptionsförmåga.

  • 6.
    Sjödin, David
    Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote. Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Opinion: Så här kan industrin lyckas medomvandlingen till 4.02018In: Ny teknikArticle in journal (Other (popular science, discussion, etc.))
    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 University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Thorgren, Sara
    How Individuals Engage in the Absorption of New External Knowledge: A Process Model of Absorptive Capacity2019In: The Journal of product innovation management, ISSN 0737-6782, E-ISSN 1540-5885, Vol. 36, no 3, p. 356-380Article in journal (Refereed)
    Abstract [en]

    This paper offers a process model of how individuals engage in the absorption of new external knowledge. Data collection is centered on the experiences of knowledge workers in recognizing, assimilating, and applying external knowledge. The process model delineates how individuals engage in the absorptive capacity (AC) process through: (1) valuing knowledge potential by assessing the motivation to assimilate knowledge and by evaluating technological feasibility, which together constitute the recognition of value; (2) corroborating knowledge value by ensuring legitimacy and demonstrating a shared understanding of the business value in achieving knowledge assimilation; and (3) championing knowledge integration by lobbying for support and securing resources in order to integrate and apply the knowledge within the organization, ultimately ensuring that knowledge is exploited. The process model clarifies how an individual’s proficiency in external knowledge absorption activities can result in three possible outcomes: knowledge is exploited, knowledge is terminated, or knowledge gets “stuck” in limbo. These findings contribute to the AC literature by underscoring the pivotal role of individual engagements in recognition, assimilation, and application of external knowledge and add new elements and a process perspective to the understanding of the path from potential to realized AC. The paper also provides insights into how individuals and firms can better manage knowledge absorption in practice.

  • 8.
    Sjödin, David
    et al.
    Luleå University of Technology, Centre for Management of Innovation and Technology in Process Industry, Promote. 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, Innovation and Design. Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Cenamor, Javier
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Digital Platforms to Enable Servitization: How leading manufacturers leverage digitalization to provide advanced services2018In: Management of Innovation and Technology, ISSN 2001-208X, no 3, p. 10-11Article in journal (Other (popular science, discussion, etc.))
    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.

1 - 8 of 8
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