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- Windahl, Charlotta, 1973-, et al.
(författare)
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Integrated solutions from a service-centered perspective : Applicability and limitations in the capital goods industry
- 2010
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 39:8, s. 1278-1290
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Tidskriftsartikel (refereegranskat)abstract
- Although advanced services, or so called integrated solutions, have increasingly received attention in the literature, no coherent body of literature exists, and the relational dimensions and consequences of integrated solutions are not explored in detail. Based on the emerging literature, we develop a framework identifying four different categories of integrated solutions: rental, maintenance, operational and performance offerings. We also compare and contrast the service- and the goods-centered logics with the logic of integrated solutions, and thereby show how the reciprocal interdependencies increase between customers and suppliers. We explore these interdependencies further in three case studies of firms experimenting with integrated solutions, and identify dependencies related to process knowledge, process optimization, and process operations. The paper shows that rather than moving along a linear continuum from goods to services, firms developing integrated solutions need to balance elements of both goods- and service-logics, as well as manage the increased customer – supplier interdependencies that integrated solutions entail.
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| 2. |
- Melander, Lisa
(författare)
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Collaborative New Product Development : Supplier Selection and Purchasing
- 2011
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Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Suppliers provide new technology to firms and are important in firms‟ NPD. It is not sufficient for firms to select the most appropriate technology; they must also select the most appropriate supplier for their NPD. The purpose of this licentiate thesis is to map and identify criteria used in the process of selecting a suitable supplier, and explore the role of Purchasing in NPD collaborative projects.This thesis is based on case study research where two NPD projects have been studied. The case sampling consisted of searching for projects that were believed to be rich in information about the process of supplier selection. Both studied were conducted at ABB, which is a large high-tech system integration firm. ABB was a good firm to study because as a company, it is used to implementing new technology from suppliers. The data collection consisted of interviews, factory visits, internal and external documents. The data gathered was analysed by conducting content analysis and then using categorization to structure it. In addition, within-case analysis as well as cross-case analysis were performed. The research process was inductive and its purpose was formed throughout the on-going studies.This study has identified and categorised criteria for selecting a supplier that is suitable to become involved in NPD projects. Both criteria from existing literature and from the NPD projects studied are mapped into a process model of supplier selection in which they are classified into three categories: product and production factors, firm characteristics and relational criteria. The main findings from this study are criteria that firms use in their assessment and selection of suppliers. These supplier assessment criteria can be divided into basic, product and firm criteria. One difficult element to consider is the uncertainty of an NPD project. The thesis argues that uncertainty can be divided into technological and strategic uncertainty. Additional criteria to consider in supplier selection are divided into technological, business and relational-specific criteria.This study has investigated the role of Purchasing in NPD and argues that Purchasing can be a trouble-shooter. This role can solve problems that emerge in collaborative NPD projects that involve suppliers. The types of problems that a trouble-shooter can solve are concerned with lack of commitment and interest from the supplier or conflicts when the supplier has changed its strategy. To solve these problems, Purchasing does not need to be present during the whole NPD project, but can have the role of a trouble-shooter and become involved in the project when the problems have emerged. By not being a part of the NPD team, Purchasing can evaluate the situation objectively without affecting the personal relationships that exist among the individuals in the NPD.
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| 3. |
- Rosell, David T., et al.
(författare)
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Collaborative innovation with suppliers : a conceptual model for characterising supplier contributions to NPD
- 2011
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- It is widely acknowledged that suppliers contribute positively to innovation in New Product Development (NPD). However, it remains rather unclear what suppliers actually contribute to innovation. Based on a literature review focusing on 80 articles and a focus group meeting with strategic purchasing managers, a conceptual framework is developed categorising different supplier inputs to innovation. This model is formulated by characterising supplier inputs on a component level and an architectural level, related to knowledge extension and knowledge reconfi guration, respectively. Further, supplier inputs can be incremental or radical in nature, resulting in either a dependence on the supplier’s process knowledge or the supplier’s technology knowledge. These situations imply different conditions for knowledge integration.
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| 7. |
- Magnusson, Thomas, et al.
(författare)
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Knowledge Integration Processes in New Product Development : On the Dynamics of Deadlines and Architectures
- 2011
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Ingår i: Knowledge Integration and Innovation. - : Oxford University Press. - 9780199693924 - 0199693927
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Bokkapitel (refereegranskat)abstract
- Technology-based firms continue to compete primarily on innovation, and are continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and co-ordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.
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