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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.

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