| 1. |
- Kamalaldin, Anmar, 1986-, et al.
(författare)
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Relational Transformation 4.0 : How digitalization and servitization transform industrial relationships
- 2020
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Ingår i: Management of Innovation & Technology. - Göteborg, Sweden : Stiftelsen IMIT. - 2001-208X. ; juni:2, s. 6-9
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Tidskriftsartikel (populärvet., debatt m.m.)abstract
- To profit from digitalization, industrial relationships shift from transactional product-centric model to relational service-oriented engagement – a trend that is referred to as digital servitization. To transform their relationships, providers and customers should consider four relational components: complementary digitalization capabilities, relation-specific digital assets, digitally enabled knowledge-sharing routines, and partnership governance. This article offers guidance and presents a relational transformation framework for digital servitization.
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| 2. |
- Kamalaldin, Anmar, 1986-, et al.
(författare)
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Transforming provider-customer relationships in digital servitization : A relational view on digitalization
- 2020
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 89, s. 306-325
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Tidskriftsartikel (refereegranskat)abstract
- Digitalization is viewed as a source of future competitiveness due to its potential for unlocking new value-creation and revenue-generation opportunities. To profit from digitalization, providers and customers tend to move away from transactional product-centric model to relational service-oriented engagement. This relational transformation is brought about through digital servitization. However, current knowledge about how providers and customers transform their relationship to achieve benefits from digital servitization is lacking. This paper addresses that knowledge gap by applying the relational view theory to a study of four provider-customer relationships engaged in digital servitization. The results provide evidence for four relational components – complementary digitalization capabilities, relation-specific digital assets, digitally enabled knowledge-sharing routines, and partnership governance – that enable providers and customers to profit from digital servitization. A key contribution is the development of a relational transformation framework for digital servitization that provides an overview of how the four relational components evolve as the relationship progresses. In doing so, we contribute to the emerging servitization literature by offering key relational insights into the interdependence of activities throughout the transformation phases of provider-customer relationships in digital servitization.
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| 3. |
- Kolagar, Milad, et al.
(författare)
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SME Internationalization Through Digital Servitization : Development of Ecosystem Capabilities
- 2020
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Ingår i: Proceedings of the Spring Servitization Conference. - : Advanced Services Group. ; , s. 238-246
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Konferensbidrag (refereegranskat)abstract
- Purpose: Digital servitization has shown to create a competitive advantage for manufacturing companies on the international market. However, companies, specifically SMEs, are struggling to make use of its benefits for their international activity. Therefore, the purpose of this study is to investigate how SMEs utilize digital servitization for their internationalization strategy by developing their ecosystem capabilities.Design/Methodology/Approach: To achieve this purpose, this study has adopted an exploratory multiple case-study approach and conducted in-depth semi-structured interviews with 21 manufacturing SMEs.Findings: In this study, a framework has been developed for SMEs to enable their international activities by strengthening their digital servitization capabilities, which include digital awareness, digital service innovation, and digital service customization. Ecosystem capabilities, including ecosystem knowledge synergy, ecosystem innovation appropriability, and ecosystem alignment, have been identified as the deciding factor for the successful adoption of internationalization strategies.Originality/Value: Despite its potential, the implementation of digital servitization is still challenging for most of the manufacturing companies, especially SMEs that target international markets. These companies are dependent on ecosystems in the international atmosphere, but the capabilities needed to succeed requires further research. In this regard, the framework presented in this study helps SMEs to develop ecosystem capabilities for digital servitization in the international arena.
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| 4. |
- Sjödin, David, 1983-, et al.
(författare)
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An agile co-creation process for digital servitization : A micro-service innovation approach
- 2020
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Ingår i: Journal of Business Research. - : Elsevier. - 0148-2963 .- 1873-7978. ; 112, s. 478-491
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Tidskriftsartikel (refereegranskat)abstract
- In this paper, we explore how manufacturing firms and their customers co-create digital service innovations in an attempt to address the digitalization paradox. We present empirical insights from a case study of four manufacturers and their customer relationships. The results suggest that value co-creation in digital servitization is best managed through an agile micro-service innovation approach. Such an approach requires incremental micro-service investments, sprint-based micro-service development, and micro-service learning by doing to ensure customized and scalable digital service offerings. The proposed agile co-creation model provides insight into the phases, activities, and organizational principles of a micro-service innovation approach. Relational teams that pool knowledge from providers’ and customers’ strategic, technological, and operational areas are crucial to ensure successful cooperation and governance for agile co-creation. This paper offers insight into how companies engage in agile co-creation processes, with important recommendations for innovation in manufacturing firms in the era of digitalization.
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| 5. |
- Sjödin, David, 1983-, et al.
(författare)
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Value Creation and Value Capture Alignment in Business Model Innovation : A Process View on Outcome‐Based Business Models
- 2020
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 37:2, s. 158-183
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Tidskriftsartikel (refereegranskat)abstract
- Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome‐based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value‐in‐use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value‐in‐use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.
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| 6. |
- Gebauer, Heiko, et al.
(författare)
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How to convert digital offerings into revenue enhancement : Conceptualizing business model dynamics through explorative case studies
- 2020
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 91, s. 429-441
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Tidskriftsartikel (refereegranskat)abstract
- Equipment manufacturers are currently utilizing new digital technologies such as the Internet of Things (IoT), Artificial Intelligence, or Big Data, for new digital offerings. However, these offerings seldom enhance revenue, because companies struggle with business model (BM) dynamics. By analyzing 27 companies through an explorative case-study approach, the authors consider how companies can successfully achieve revenue enhancement through digital offerings. The result is a threefold framework for revenue enhancement through digital offerings. First, this framework distinguishes between three phases of BM dynamics: 1) augmenting products through a “hardware plus†logic, 2) developing a portfolio of multiple logics for creating customer value, 3) integrating this portfolio through platform logic. Second, the framework emphasizes that three barriers, which we refer to as confidence, mixing, and collaboration barrier, limit the progress from Phases 1 to 3. Third, the framework reveals that each phase contains certain modifications of BM components. In the first phase, companies adapt their BM components slightly, so as to advance toward a “hardware plus†logic. In the second phase, companies embrace more radical BM innovations in order to convert services into an outcome-based BM and develop a new software subscription BM. In the third phase, companies modify BM components in order to integrate the BMs internally and to open them up for external collaboration partners.
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| 7. |
- Kohtamäki, Marko, et al.
(författare)
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The relationship between digitalization and servitization : The role of servitization in capturing the financial potential of digitalization
- 2020
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Ingår i: Technological forecasting & social change. - : Elsevier. - 0040-1625 .- 1873-5509. ; 151
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Tidskriftsartikel (refereegranskat)abstract
- The present study investigates the effect of the interaction between digitalization and servitization on the financial performance of manufacturing companies. We challenge the simple linear assumption between digitalization and financial performance with a sample of 131 manufacturing firms and hypothesize a nonlinear U-shaped interaction effect between digitalization and servitization on financial performance. From low to moderate levels of digitalization, the interaction effect between digitalization and high servitization on company financial performance is negative and significant. From moderate to high levels of digitalization, the interplay between digitalization and high servitization becomes positive and significant, improving companies’ financial performance. The results demonstrate the need for an effective interplay between digitalization and servitization, the digital servitization. Without this interplay, a manufacturing company may face the paradox of digitalization. For managers of manufacturing companies, the study provides insights into the complex relationship between digitalization and financial performance, emphasizing the value of servitization in driving financial performance from digitalization. Thus, the study demonstrates how manufacturing companies can become data-driven by advancing servitization.
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| 8. |
- Palmié, Maximilian, et al.
(författare)
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The evolution of the financial technology ecosystem : An introduction and agenda for future research on disruptive innovations in ecosystems
- 2020
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Ingår i: Technological forecasting & social change. - : Elsevier. - 0040-1625 .- 1873-5509. ; 151
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Tidskriftsartikel (refereegranskat)abstract
- At a time when many mature industries have been fundamentally transformed by disruptive innovations, prominent examples such as Apple and Uber reflect how disruptive innovations often originate at the ecosystem or system level rather than in individual firms. Unfortunately, the academic literature has paid little attention to the role of ecosystem development and evolution in relation to disruptive innovations. To overcome this oversight, our study defines disruptive innovation ecosystems and illustrates the impact that the financial technology (FinTech) ecosystem has had on disrupting the financial services industry. We offer an agenda for future research on disruptive innovations and ecosystems and discuss the evolution of the FinTech ecosystem. Our study shows that disruptive innovation ecosystems are not only in need of but also deserving of further attention.
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| 9. |
- Partanen, Jukka, et al.
(författare)
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Supply chain ambidexterity and manufacturing SME performance : The moderating roles of network capability and strategic information flow
- 2020
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Ingår i: International Journal of Production Economics. - : Elsevier. - 0925-5273 .- 1873-7579. ; 221
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Tidskriftsartikel (refereegranskat)abstract
- Organizational ambidexterity is the simultaneous act of exploiting existing competences and exploring new opportunities. Prior studies suggest that resource-constrained SMEs cannot successfully pursue simultaneous interorganizational ambidexterity but need to rely on functionally separated alliances (i.e., alliances based on their value chain function such as explorative R&D alliances or exploitative commercialization alliances) to achieve ambidexterity. Yet, others propose that ambidexterity can occur within the functional domain of a supply chain. We investigate the relationships among supply chain ambidexterity, network capabilities, strategic information flow, and firm performance. In a sample of manufacturing SMEs in Sweden, we hypothesize the direct association between supply chain ambidexterity and performance and the moderating effect of network capabilities and strategic information flow. By testing our hypotheses in a sample of 200 manufacturing SMEs, we show that supply chain ambidexterity decreases firm performance; however, network capabilities and strategic information flow with their supply chain partners help mitigate this negative relationship. The present study advances understanding of ambidextrous interorganizational collaboration and alliances in general and supply chain ambidexterity of manufacturing SMEs in particular. In contexts where supply chain ambidexterity is negatively associated with performance, network capabilities and strategic information flow may be necessary to lower the negative effects.
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| 10. |
- Reim, Wiebke, et al.
(författare)
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Circularity and business ecosystems : Ecosystem analysis for circular business models
- 2020
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Ingår i: Management of Innovation & Technology (MGMT). - : Stiftelsen IMIT. - 2001-208X. ; 2020:4
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Tidskriftsartikel (populärvet., debatt m.m.)abstract
- The circular economy holds the promise of a systematic approach to delivering economic, social, and environmental benefits. But moving to more circular operations requires close collaboration with existing and new ecosystem partners. Thus, the readiness of business ecosystems to accept circular business models is a deciding factor in commercial success and advancing towards greater circularity.
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| 11. |
- Shepherd, Dean A., et al.
(författare)
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The Surprising Duality of Jugaad : Low Firm Growth and High Inclusive Growth
- 2020
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Ingår i: Journal of Management Studies. - UK : John Wiley & Sons. - 0022-2380 .- 1467-6486. ; 57:1, s. 87-128
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Tidskriftsartikel (refereegranskat)abstract
- Western theories on creativity emphasize the importance of access to resources and the generation of innovations as a source of sustainable competitive advantage for firms. However, perhaps the emphasis on slack resources and the firm as the level of analysis may be less appropriate for understanding the benefits of individual creative problem solving in resource‐poor environments of the east; focusing solely on the firm is not sufficiently inclusive and may underestimate the benefits of creative problem solving under resource scarcity. Through an inductive interpretive case study of 12 problem solvers in the highly resource‐poor environment of rural India, we identified the antecedents, dimensions and duality of outcomes for an Indian cultural source of creative problem solving called jugaad. Jugaad relies on assertive defiance, trial‐and‐error experiential learning and the recombination of available resources to improvise a frugal quick‐fix solution. Our inductive framework provides new insights into the dual outcomes of creative problem solving from an eastern perspective; jugaad is unlikely to be a source of competitive advantage for firm growth but represents a source of enhanced wellbeing for inclusive growth.
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| 12. |
- Sirén, Charlotta, et al.
(författare)
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Time and time-based organizing of innovation : Influence of temporality on entrepreneurial firms’ performance
- 2020
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Ingår i: Journal of Business Research. - : Elsevier. - 0148-2963 .- 1873-7978. ; 112, s. 23-32
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Tidskriftsartikel (refereegranskat)abstract
- Time is a crucial yet scarce resource in innovation management. However, the way in which entrepreneurial enterprises (SMEs) allocate temporal resources in innovation remains largely unexplored. We propose a conceptualization of innovation polychronicity, which is defined as the extent to which a firm’s innovation culture promotes simultaneous engagement in multiple innovation activities. Based on this conceptualization, we propose that either low or high levels of innovation polychronicity lead to better firm performance. Analysis of data gathered from a survey of 127 SMEs and archival sources provides support for the proposed U-shaped relationship. We further find that innovation synchronization moderates this relationship. The findings contribute to the broader literature on innovation and temporality in organizations.
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