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PublicationBecoming a smart solution provider: Reconfiguring a product manufacturer's strategic capabilities and processes to facilitate business model innovationThe present study analyzes how a product manufacturer alters its strategic capabilities to become a smart solution provider by employing its dynamic capabilities. We scrutinize how a manufacturer facilitates strategic change by realigning its strategic capabilities and processes from a focus on technical product-development capabilities to product-service-software development capabilities, reconfiguring organizational routines focused on efficiency to routines focused on customer productivity, and shifting from a product logic to a service logic. By studying six leading manufacturing firms based on 86 manager interviews, the present study finds that strategic capabilities are renewed through dynamic capabilities, which involve a reconfiguration of strategic capabilities and processes. Furthermore, manufacturers need to consider the dynamic interplay between resource realignment modes (building digital capabilities, leveraging existing capabilities, accessing external capabilities, and releasing decaying capabilities), hence stressing their reinforcing mechanism to converge products, services, and software. For managers, our study highlights several strategic renewal practices designed to assist and benchmark how strategic capabilities are altered.Type:Journal:Volume:
Scopus© Citations 35 -
PublicationThe Role of Knowledge Intermediaries in Co-managed InnovationPurpose - The purpose of this paper is to investigate how technological hubs (THs), defined as knowledge intermediaries, can assist companies in creating successful partnerships to develop innovations. Specifically, the authors ask how THs can help firms connect with horizontal networks and how THs can assist firms on finding suppliers and customers from the vertical network with whom to collaborate. By answering these two main questions, the paper sheds light on the important role of THs and its incubators as knowledge intermediaries in innovation co-creation. Design/methodology/approach - The research is founded on a longitudinal case study of an Italian technologic hub, ComoNExT, that aims to improve the competitiveness of its local economy. Specific attention is given to the role of the incubator that was formed as a joint effort in the technology hub. Findings - The authors find that THs can facilitate networking among tenants and among tenants and external actors within the same epistemic network. The TH that the authors studied is characterized by a new business model that is founded on providing value-added services and networking. The TH sustains the networking at different levels: within tenants, with local actors, extra-local and international actors. The authors' analysis suggest that THs become knowledge intermediaries who allow firms to identify innovation parties and transform them into innovation partners and, thus, outline the shift from outsourced innovation to co-managed innovation. Originality/value - The paper shows how knowledge intermediaries facilitate the intermediation between heterogeneous organizations who are located at different network positions and characterized by relational proximity that is the basis for reaching effective innovation. The research depicts how knowledge intermediaries reinforce the drivers of a co-membership network to co-create innovation to improve the strength of a relationshipType:Journal:Volume:Issue:
Scopus© Citations 15 -
PublicationRelational development of a service concept: dialogue meets efficiencyPurpose – The purpose of this study is to build a generic model for relational development of a value proposition for a service concept. The study seeks to answer two questions: First, what kind of process is practical for joint development of a service concept in customer–service provider collaboration? Second, what are the functional principles for such collaboration? Design/methodology/approach – A participative, design science approach was used to develop the model for a joint-development process. Researchers developed and analyzed joint activities between a provider of industrial maintenance service solutions and its customer during the process of co-developing a service concept for factory maintenance. Findings – The study suggests that a co-development process has to integrate service blueprinting, a stage-gate philosophy, dialogical interaction principles and elements of joint learning to meet the requirement for both efficiency and relationality. Research limitations/implications – The study develops a generic model for collaborative development of value propositions that integrates the aforementioned elements of separate streams of research. Applying the developed model to different contexts would further verify and enhance it. Practical implications – The model can be applied to the development of a value proposition in different collaborative development situations to enhance interplay between efficiency and relationality. Originality/value – The study illustrates a generic model for joint service concept development and proposes a solution balancing contradictory requirements in such a collaboration.Type:Journal:Volume:Issue:
Scopus© Citations 11 -
PublicationA dynamic model of supplier–customer product development collaboration strategiesThis study examines transitions between different types of product development collaboration in supplier–customer settings, the events that trigger such transitions, and the emerging requirements for suppliers. The current study contributes to the literature regarding supplier and customer involvement by combining previously discovered types of collaboration into a dynamic model that describes these different types as alternative modes of collaboration that can be implemented in a relationship. Transitions between different types of collaboration are identified in a longitudinal case study. Three of the four transitions identified took place in the same dyad, which demonstrates that it is possible to change the type of collaboration without losing the advantages of a long-term relationship with a customer. The most radical change in collaboration—the change from supplier involvement to customer involvement—involved temporarily discontinuing the original relationship, which indicates that this transition incorporates the highest risk of relationship termination. By offering a dynamic model for product development collaboration, this study is the first to analyze changes between different types of customer–supplier product development collaboration from a supplier's perspective. The dynamic view is important for companies seeking to take advantage of their long-term relationships instead of starting new ones when new requirements for product development collaboration emerge.Type:Journal:Volume:Issue:
Scopus© Citations 28 -
PublicationJoint learning in R&D collaborations and the facilitating relational practicesThe present study considers joint learning as a relational dynamic capability and examines the role of relational practices as enablers of joint learning in R&D collaboration between suppliers and their customers. The study applies a qualitative comparative case method to analyze seven dyadic cases, selected based on a quantitative dataset and cluster analysis. Our results indicate that in dyadic relationships, firms would benefit from developing practices related to relational investments, relational structures, and relational capital that facilitate joint learning and yield collaborative advantages from R&D interactions. This paper contributes to the existing literature on joint learning in R&D collaborations by defining joint learning as a relational dynamic capability and by focusing on the practices that facilitate it in R&D collaboration.Type:Journal:Volume:Issue:
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PublicationBiometric Methods: The Future of Emotion Research in Entrepreneurship and Strategy( 2022-08-08)