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- Öberg, Christina, 1970-
(författare)
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Customer roles in innovations
- 2010
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Ingår i: International Journal of Innovation Management. - London, UK : Imperial College Press. - 1363-9196 .- 1757-5877. ; 14:6, s. 989-1011
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to discuss and classify the roles of customers in innovations. In literature on innovations, customers have been increasingly emphasised as a source for innovations and also in how they help develop ideas in their early phases. This paper exemplifies various customer roles in innovations through three case studies. These describe the customer as initiator, as co-producer and as inspiration for business development. Through using role theory to discuss customers in innovations, it becomes explicit how customers may play their traditional roles, add roles or transfer to new roles beyond the scope of being a customer. Furthermore, the paper shows that customer roles change during the innovation process from added or transferred towards more traditional ones.
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- Öberg, Christina, 1970-
(författare)
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Identity in collaboration
- 2010
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Ingår i: Abstracts from 26th Annual IMP Conference. - : Industrial Marketing and Purchasing Group.
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Konferensbidrag (refereegranskat)abstract
- Purpose: This paper targets the issue of multi-identities of companies in collaboration. Companies may participate in collaboration for various reasons and may also perceive the collaboration in different ways. What is more; companies in collaboration may to various extents regard themselves as, and be regarded as, individual companies or as part of the collaboration. Their views may in turn be reflected in how business partners of the collaborating companies perceive the collaboration. This paper builds on various actors’ perception of companies in collaboration. The paper uses the identity concept to capture the multi-identities of companies in collaboration. The purpose of the paper is to describe and discuss various actors’ perception in multi-identity settings. Research method: The paper is built on a case study describing three levels of identity: a company level, the level of a collaboration taking the form of a joint venture, and a contractual collaboration. These are in turn described from involved parties’ and their business partners’ perspectives. Research findings: The paper shows that pre-collaboration history greatly reflects the identity ascribed to the companies. This was the case both for the companies in the collaboration and their business partners’ perceptions. The more structured the collaboration, the more probable that a separate collaboration identity was established. A collaboration based on contracts merely meant that the company’s identity was affected by connections to collaboration parties, while a separate identity was not established. Main contribution: The paper contributes to literature on corporate identity through discussing them in relation to collaboration. It also contributes to research on perception in business relationships through pointing at differences in perception between parties, where this paper connects this to actor and relationship history along with the collaboration structure.
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| 4. |
- Öberg, Christina, 1970-
(författare)
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Customer roles in innovations
- 2010
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Ingår i: The Dynamics of Innovation. - Bilbao, Spain : International Society for Professional Innovation Management (ISPIM). - 9789522149268
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- The purpose of this paper is to discuss and classify the roles of customers in innovations. In literature on innovations, customers have been increasingly emphasised as a source for innovations and also in how they help developing ideas in their early phases. This paper exemplifies various customer roles in innovations through three case studies. These describe the customer as initiator, as co-producer and as central party for business development. Through using role theory to discuss customers in innovations, it becomes explicit how customers may act their traditional roles, add roles or transfer to new roles beyond the scope of being a customer. Furthermore, the paper shows that customer roles change during the innovation process, from added or transferred roles in early phases to more traditional ones i later phases of the innovation process
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| 8. |
- Nordin, Fredrik, et al.
(författare)
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Building a new supply chain position : An exploratory case study within the construction industry
- 2010
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Ingår i: Construction Management and Economics. - : Informa UK Limited. - 0144-6193 .- 1466-433X. ; 28:10, s. 1071-1083
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Tidskriftsartikel (refereegranskat)abstract
- Innovation is an important source of growth for many companies. It is also challenging, as it may require that the companies build a new position in the supply chain. The literature is devoid of analysis of different ways to build such positions in the construction industry. The purpose here is to explore the challenges involved in implementing innovations that require companies to establish new positions in a construction supply chain. Three in‐depth case studies in the Swedish timber housing industry illustrate different challenges that arise with the different modes of repositioning of organic growth, collaboration and acquisition, and with moving either backward or forward in the supply chain. Organic growth is a slow process that prevents companies from taking a first‐mover advantage. Acquisitions can involve difficulties with exploiting acquired competences. Collaboration brings the risks of diversity of interests and transient solutions. Furthermore, and as shown in the cases studied, challenges are associated with pre‐existing competencies and relationships, with technology‐oriented companies facing customer‐related difficulties and market‐oriented companies mainly facing ones involving technological solutions. The construction industry’s idiosyncrasies amplify these challenges, as its fragmentation makes it difficult to connect with external companies at new positions. Stronger ties with business partners are likely to enable construction companies to exploit more easily innovations that require repositioning in the supply chain.
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