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1.
  • Gremyr, Ida, 1975, et al. (creator_code:aut_t)
  • Understanding new service development and service innovation through innovation modes
  • 2014
  • record:In_t: Journal of business & industrial marketing. - : Emerald Group Publishing Limited. - 0885-8624 .- 2052-1189. ; 29:2, s. 123-131
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • The purpose of this paper is to explore the role of innovation modes in understanding challenges of integrated NSD and NPD, and the use of structured NSD processes in manufacturing firms.The research is based on a two-stage multiple case study. The first stage is an interview study of 17 key informants representing manufacturing firms in the machine industry. The second stage is an in-depth study of three service innovations at three manufacturing firms based on 16 interviews with key informants.The results of the study show that NSD processes are often more structured if the service is developed separately from the product. The fact that different innovation modes benefit from varying degrees of structure in the development process means that integrated service development can be challenging. Furthermore, service innovations often follow a trajectory of innovation modes before succeeding in the market. Some innovation modes occur within the NSD process, while others occur outside the process. One success factor for NSD is the fit between the innovation modes and the NSD process, rather than the NSD process per se.This research uses innovation modes to explain why NSD in manufacturing firms is often performed on an ad hoc basis, and how service innovations go through a trajectory of innovation modes. In this way, the study contributes to theory development of service innovation, and specifically service innovations in manufacturing firms.
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2.
  • Carlborg, Per, 1984-, et al. (creator_code:aut_t)
  • How sustainable is the sharing business model? : Toward a conceptual framework
  • 2023
  • record:In_t: R&D Management. - : John Wiley & Sons. - 0033-6807 .- 1467-9310.
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • The sharing economy, which is considered a better way of utilizing existing resources, is associated with positive effects not only on the financial aspects of sustainability but also on its environmental and social dimensions. But is this true? Previous research has typically discussed either the positive or negative aspects of the sharing business model in specific contexts. This study adopts a dual perspective regarding the sustainability of sharing business models by critically analyzing the relationship between sharing business models and sustainability. Building on the resource-based view of the firm and practice theory, the current research develops a conceptual framework for evaluating the sustainability of sharing business models at the level of the individual, the firm, and society. Our proposed dual-process model suggests that two competing processes contribute to sustainability. The study's conceptual model and propositions advance theory and provide a research agenda for future empirical studies. This research also provides valuable guidance to managers and policymakers regarding the sustainability of sharing business models, which can inform the business model innovation process.
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3.
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4.
  • Koskela-Huotari, Kaisa, et al. (creator_code:aut_t)
  • Innovation in service ecosystems : Breaking, making and maintaining institutionalized rules of resource integration
  • 2016
  • record:In_t: Journal of Business Research. - : Elsevier BV. - 0148-2963 .- 1873-7978. ; 69:8, s. 2964-2971
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    •      Drawing on service-dominant logic and institutional theory, this paper examines innovation as a process that unfolds through changes in the institutional arrangements that govern resource integration practices in service ecosystems. Four cases are used to illustrate the interdependent patterns of breaking, making and maintaining the institutionalized rules of resource integration occurring on multiple levels of institutional context. Such institutional work allows actors to cocreate value in novel and useful ways by a) including new actors, b) redefining roles of involved actors and c) reframing resources within service ecosystems. Our findings show that while the efforts of breaking and making the institutionalized rules are required for such changes to occur, at the same time, institutional maintenance is also important for these changes to institutionalize, that is, to become an integral part of the institutional structure coordinating value cocreation.
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5.
  • Witell, Lars, 1972-, et al. (creator_code:aut_t)
  • Beyond the Line of Visibility : Toward Sustainable Service Innovation
  • 2022
  • record:In_t: The Palgrave Handbook of Service Management. - Basingstoke : Palgrave Macmillan. - 9783030918279 - 9783030918309 - 9783030918286 ; , s. 577-593
  • swepub:Mat_chapter_t (swepub:level_refereed_t)abstract
    • The book chapter discusses the research on service innovation, covering what a service innovation is and what a sustainable service innovation is. A key insight is that service research has taken a customer perspective on service innovation, and we ask if this is enough for service innovation research to stay relevant. Research on service innovation needs to address transparency and open the line of visibilities toward value creation, the environment, social, financial, and privacy to further our understanding and to increase the managerial relevance. The book chapter ends by directing research on service innovation in a sustainable direction.
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6.
  • Elg, Mattias, et al. (creator_code:aut_t)
  • The role of quality managers in contemporary organisations
  • 2011
  • record:In_t: Total Quality Management and Business Excellence. - : Informa UK Limited. - 1478-3363 .- 1478-3371. ; 22:8, s. 795-806
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • A key question for firms nowadays is how to organise work with quality management. This naturally includes the role of the quality managers and it appears as if the profession of quality managers is at a crossroads. Alternatives are that the role of a quality manager broadens to include quality at a strategic level in the firm and that Six Sigma specialists and Lean Production managers drive the development of quality management in the future. In this paper, we present the results from a survey of 212 quality managers in Swedish organisations. The purpose is to contribute to an understanding of how the management of quality is designed and practised in contemporary organisations. This study shows that a quality manager's operational responsibility is quite narrowly defined. The agenda of the quality manager is mainly related to quality standards, such as ISO 9000 and environmental management systems. These programmes frame the work of the quality manager, which in many cases leaves other programmes, such as Six Sigma and Lean Production, to other departments or parallel improvement structures.
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7.
  • Gremyr, Ida, 1975, et al. (creator_code:aut_t)
  • Two routes of service modularization : advancing standardization and customization
  • 2019
  • record:In_t: Journal of Services Marketing. - : EMERALD GROUP PUBLISHING LTD. - 0887-6045 .- 0887-6045. ; 33:1, s. 73-87
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • Purpose - This study aims to investigate service modularization in a manufacturing firm, identifies service modularization processes and examines how these processes change the service module characteristics. Design/methodology/approach - The study is based on a longitudinal case study (2008-2017) of a manufacturing firm. The development of six service modules was analyzed using data from interviews with key informants, informal meetings and internal documentation. Findings - This study suggests five service modularization processes, and that service module characteristics, such as standardization and interconnectedness, change in different ways depending on the service modularization processes used. It further identifies two service modularization routes that each combine the service modularization processes in unique ways with replication as a key process to improve both standardization and customization. Practical implications - This study elaborates a framework for service modularization, which can serve as a guideline for developing service modules. It also highlights the differences between product and service modularization, suggesting that the role of service module characteristics such as standardization and customization is specific for services. Originality/value - This longitudinal case study (2008-2017) provides empirical evidence on service modularization and extends existing knowledge on service modularization processes and how they influence service module characteristics.
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8.
  • Rönnbäck, Åsa, 1976, et al. (creator_code:aut_t)
  • Quality management systems and value creation
  • 2009
  • record:In_t: International Journal of Quality and Service Sciences. - : Emerald Group Publishing Limited. - 1756-669X .- 1756-6703. ; 1:3, s. 241-254
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • Purpose – The purpose of this paper is to explore the role of a quality management system (QMS) for the assurance and improvement of value in an inter‐organizational business relationship. The study is carried out in the public transportation industry where service provision has been outsourced.Design/methodology/approach – In‐depth interviews are conducted with 26 participants from two organizations involved in an inter‐organizational business relationship. From the interview material, the authors identified the drivers that create value for the inter‐organizational business relationship and for the customers of public transportation. All value drivers are categorized according to the central areas in a QMS.Findings – The results show that internal processes and management responsibility are central areas where value is destroyed. Since service provision has been outsourced, this means that the intended value is never experienced by the customer.Research limitations/implications – The identified value creators and destroyers originate from the suppliers' view and focus on how the different suppliers create value for customers.Practical implications – Managers should acquire knowledge about the value they create or destroy and focus on improving the value‐creation processes. The QMS can be used to assure and improve value creation in an inter‐organizational business relationship.Originality/value – The research sheds light on the difficulties and possibilities in value creation where service provision has been outsourced.
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9.
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10.
  • Aichigui, Victor, et al. (creator_code:aut_t)
  • Servitization in SME manufacturing firms : A one-way road
  • 2015
  • record:In_t: Proceedings of QUIS 14. - 9780692461563 ; , s. 965-968
  • swepub:Mat_conferencepaper_t (swepub:level_refereed_t)abstract
    • The importance for manufacturing firms to add services to their offerings has been asserted over and over again (Neu and Brown 2005). Adding services to product sales require manufacturing firms to develop other types of offerings such as maintenance services, hybrid offerings or integrated solutions. This implies using new and often unknown practices to be able to provide services. Previous research has focused on the benefits of servitization (Gebauer, Gustafsson, and Witell 2011), albeit in larger firms. Hence, similar research on Small and Medium sized Enterprises (SME) has been scarce. Furthermore, servitization as a unidirectional transition process can be questioned as researchers argue that manufacturing firms might offer different types of services simultaneously and might not have the intention to take the next step that a transition process suggests (Kowalkowski et al. 2015). Moreover, previous research shows that the step from offering after-sales services and repair to offering more advanced services, e.g. process-related services, is rather big. For those services different mindsets are required within the organization; more advanced services would require a service oriented mindset, whereas after-sales services only requires the firm to have a product oriented mindset (Löfberg 2014).
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