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Artificial intelligence (AI) is predicted to radically transform the ways manufacturing firms create, deliver, and capture value. However, many manufacturers struggle to successfully assimilate AI capabilities into their business models and operations at scale. In this paper, we explore how manufacturing firms can develop AI capabilities and innovate their business models to scale AI in digital servitization. We present empirical insights from a case study of six leading manufacturers engaged in AI. The findings reveal three sets of critical AI capabilities: data pipeline, algorithm development, and AI democratization. To scale these capabilities, firms need to innovate their business models by focusing on agile customer co-creation, data-driven delivery operations, and scalable ecosystem integration. We combine these insights into a co-evolutionary framework for scaling AI through business model innovation underscoring the mechanisms and feedback loops. We offer insights into how manufacturers can scale AI, with important implications for management.
David Sjödin; Vinit Parida; Maximilian Palmié; Joakim Wincent. How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops. Journal of Business Research 2021, 134, 574 -587.
AMA StyleDavid Sjödin, Vinit Parida, Maximilian Palmié, Joakim Wincent. How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops. Journal of Business Research. 2021; 134 ():574-587.
Chicago/Turabian StyleDavid Sjödin; Vinit Parida; Maximilian Palmié; Joakim Wincent. 2021. "How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops." Journal of Business Research 134, no. : 574-587.
Scholars have recently argued that startups and incumbents play differential roles in the disruptive transformations of industries toward sustainability and that the transformations are only likely to succeed if both startups and incumbents contribute. To understand their respective contributions and, thus, to understand how industries make the transition toward sustainability, comparative studies of incumbents versus startups during this transformation have been identified as a central pursuit, but yet they are mostly lacking. Since business models have become a principal way of characterizing firms, the present study takes a business model perspective and derives business model archetypes in the electrical power sector from an analysis of 280 startups and incumbents in three different countries. The selected countries (USA, UK, and India) represent three different energy profiles and leading instances of disruption in the energy sector. The article, then, undertakes a comparative analysis of startups and incumbents based on the empirically distilled business model archetypes and develops propositions on startups, incumbents, and business models in industry transformations. This analysis produces several important insights. First, incumbents do not seem to engage in less business model experimentation than startups. Second, incumbents have adopted several new business models that are not pursued by startups. Third, startups have espoused some business models that are not pursued by incumbents. Fourth, foreign firms can also affect the ‘green’ transformation of an industry in a focal country. Finally, the identified business model archetypes are likely to be of interest to scholars and practitioners who are seeking an improved understanding of business models in the electrical power industry and the industry's competitive landscape.
Maximilian Palmié; Jonas Boehm; Jonas Friedrich; Vinit Parida; Joakim Wincent; Jonas Kahlert; Oliver Gassmann; David Sjödin. Startups versus incumbents in ‘green’ industry transformations: A comparative study of business model archetypes in the electrical power sector. Industrial Marketing Management 2021, 96, 35 -49.
AMA StyleMaximilian Palmié, Jonas Boehm, Jonas Friedrich, Vinit Parida, Joakim Wincent, Jonas Kahlert, Oliver Gassmann, David Sjödin. Startups versus incumbents in ‘green’ industry transformations: A comparative study of business model archetypes in the electrical power sector. Industrial Marketing Management. 2021; 96 ():35-49.
Chicago/Turabian StyleMaximilian Palmié; Jonas Boehm; Jonas Friedrich; Vinit Parida; Joakim Wincent; Jonas Kahlert; Oliver Gassmann; David Sjödin. 2021. "Startups versus incumbents in ‘green’ industry transformations: A comparative study of business model archetypes in the electrical power sector." Industrial Marketing Management 96, no. : 35-49.
Manufacturing firms are increasingly adopting a strategy known as 'servitization' to add services to existing product-based offerings to stimulate additional revenue and growth. While the emerging research domain of servitization is mobilizing relevant knowledge across academic establishments, the present study aims to perform a comprehensive bibliometric analysis to organize the prior knowledge in this area, more importantly, highlights areas for future research. This study acknowledges important contributions from authors and organizations, as identified through analyses of citation chains and co-authorship networks. Next, a co-citation analysis of the prior literature is used to identify four main thematic areas relating to capability development, customer involvement, business models, and transformational challenges for servitization. Finally, the dynamic co-citation analysis technique reveals the development of these thematic areas. This study assumes importance in the extant literature by delivering valuable insights from the prior research on servitization and by providing guidance for future avenues of study.
Sayantan Khanra; Amandeep Dhir; Vinit Parida; Marko Kohtamäki. Servitization research: A review and bibliometric analysis of past achievements and future promises. Journal of Business Research 2021, 131, 151 -166.
AMA StyleSayantan Khanra, Amandeep Dhir, Vinit Parida, Marko Kohtamäki. Servitization research: A review and bibliometric analysis of past achievements and future promises. Journal of Business Research. 2021; 131 ():151-166.
Chicago/Turabian StyleSayantan Khanra; Amandeep Dhir; Vinit Parida; Marko Kohtamäki. 2021. "Servitization research: A review and bibliometric analysis of past achievements and future promises." Journal of Business Research 131, no. : 151-166.
Because research on outcome-based service offerings (OBS) is very case study oriented, we lack empirical knowledge of OBS provider profitability in general. Drawing upon an unbalanced panel dataset (n = 1566, N = 14,756), we found that an average OBS provider manufacturer has a 4.40-percentage-point higher gross margin than an average non-OBS manufacturer. In addition, we found that large OBS providers generate lower profits. Since OBS offerings are complex and highly customized, scaling them is a challenge that requires investments in digital technologies and solution modularity. Thus, we tested the moderating role of R&D investments on the scale-profitability relationship and found that for OBS firms, R&D investments moderate the negative relationship between scale and profitability. For managers, these results highlight the profit potential of OBS but also that large OBS providers in particular must be prepared to invest in digital servitization to ensure profitability.
Lauri Korkeamäki; Marko Kohtamäki; Vinit Parida. Worth the risk? The profit impact of outcome-based service offerings for manufacturing firms. Journal of Business Research 2021, 131, 92 -102.
AMA StyleLauri Korkeamäki, Marko Kohtamäki, Vinit Parida. Worth the risk? The profit impact of outcome-based service offerings for manufacturing firms. Journal of Business Research. 2021; 131 ():92-102.
Chicago/Turabian StyleLauri Korkeamäki; Marko Kohtamäki; Vinit Parida. 2021. "Worth the risk? The profit impact of outcome-based service offerings for manufacturing firms." Journal of Business Research 131, no. : 92-102.
Recent decades have witnessed increased number of studies focusing on digitalization and related capabilities. Across disciplines digitalization capability is viewed as a sources of sustained competiveness. Nonetheless, several issues related to conceptualizing digitalization capabilities remain ambivalent. The present study, uses co-citation analysis to clarify concept of digitalization capability and identify three underlining capabilities, namely digital integration capabilities, digital platform capabilities, and digital innovation capabilities, that represents micro-foundation of digitalization capabilities. Further, a capability-based model is developed which includes antecedents and consequences of digitalization capabilities in an integrated conceptual model. Suggestions for future research, theoretical contributions and managerial contributions are also presented.
Alessandro Annarelli; Cinzia Battistella; Fabio Nonino; Vinit Parida; Elena Pessot. Literature review on digitalization capabilities: Co-citation analysis of antecedents, conceptualization and consequences. Technological Forecasting and Social Change 2021, 166, 120635 .
AMA StyleAlessandro Annarelli, Cinzia Battistella, Fabio Nonino, Vinit Parida, Elena Pessot. Literature review on digitalization capabilities: Co-citation analysis of antecedents, conceptualization and consequences. Technological Forecasting and Social Change. 2021; 166 ():120635.
Chicago/Turabian StyleAlessandro Annarelli; Cinzia Battistella; Fabio Nonino; Vinit Parida; Elena Pessot. 2021. "Literature review on digitalization capabilities: Co-citation analysis of antecedents, conceptualization and consequences." Technological Forecasting and Social Change 166, no. : 120635.
Firms are faced with increased dynamism due to rapid technological development, digitalization, and sustainability requirements, creating novel opportunities for ecosystem innovation. This is particularly prevalent in smart city contexts where initiatives concerning, for example, energy efficient buildings and smart energy grids drive new kinds of ecosystem formation. Orchestrating emerging innovation ecosystems can offer a path to sustained competitive advantage for ecosystem leaders. Yet, it calls for the development of new capabilities to sense, seize, and reconfigure digitalization opportunities in a highly dynamic ecosystem environment. Yet, prior research lacks insights into the dynamic capabilities and routines required for ecosystem innovation. Therefore, this study investigates how firms can develop dynamic capabilities to orchestrate ecosystem innovation and, thus, gain from it. Through a multiple case study of smart city initiatives, we offer insights into the specific micro-foundations or sub-routines underlying the ecosystem leader's sensing, seizing, and reconfiguring capabilities, which are necessary to orchestrate ecosystem innovation. We develop a capability-based framework demonstrating three orchestration mechanisms – namely, configuring ecosystem partnerships, value proposition deployment, and governing ecosystem alignment. Our findings carry implications for the literature on innovation ecosystems and dynamic capabilities, as well as for managers.
Lina Linde; David Sjödin; Vinit Parida; Joakim Wincent. Dynamic capabilities for ecosystem orchestration A capability-based framework for smart city innovation initiatives. Technological Forecasting and Social Change 2021, 166, 120614 .
AMA StyleLina Linde, David Sjödin, Vinit Parida, Joakim Wincent. Dynamic capabilities for ecosystem orchestration A capability-based framework for smart city innovation initiatives. Technological Forecasting and Social Change. 2021; 166 ():120614.
Chicago/Turabian StyleLina Linde; David Sjödin; Vinit Parida; Joakim Wincent. 2021. "Dynamic capabilities for ecosystem orchestration A capability-based framework for smart city innovation initiatives." Technological Forecasting and Social Change 166, no. : 120614.
Manufacturing incumbents find it difficult to integrate AI in their traditional business models. This paper draws on the research question: How does manufacturing incumbents use AI for enabling business model innovation in industrial ecosystems? We use qualitative method in order to study four large global manufacturing incumbents that are transforming their business models with AI. We performed more than 30 semi-structured in-depth interviews with strategic key personnel in order to understand how they have succeeded with implementing AI and transforming business models. Our main contribution establishes the need for AI business-model innovation to be aligned with ecosystem innovation. Specifically, in short-term incumbents may use ecosystem reconfiguration strategy, whereas long-term strategies relate to ecosystem revitalization, and resilience. Thus, we contribute by connecting organizational microelements with ecosystem macro dimensions and provide an evolutionary model envisioning how incumbents attempt to promote strategic transitions in their firms and ecosystems.
Thommie Burström; Vinit Parida; Tom Lahti; Joakim Wincent. AI-enabled business-model innovation and transformation in industrial ecosystems: A framework, model and outline for further research. Journal of Business Research 2021, 127, 85 -95.
AMA StyleThommie Burström, Vinit Parida, Tom Lahti, Joakim Wincent. AI-enabled business-model innovation and transformation in industrial ecosystems: A framework, model and outline for further research. Journal of Business Research. 2021; 127 ():85-95.
Chicago/Turabian StyleThommie Burström; Vinit Parida; Tom Lahti; Joakim Wincent. 2021. "AI-enabled business-model innovation and transformation in industrial ecosystems: A framework, model and outline for further research." Journal of Business Research 127, no. : 85-95.
Employing a panel setting of 88 counties in the State of Ohio over the five-year period ending in 2006, this study aims to investigate the applicability of the knowledge spillover theory of entrepreneurship in explaining the relationships between flagship enterprises, entrepreneurial clusters, and business entry rates. The study confirms the overall positive relationship between flagship enterprises and startup rates, and the negative relationship between entrepreneurial clusters and startup rates. It further demonstrates that the effect of clusters is moderated by local unemployment rates so that higher rates of unemployment weaken the negative impact of entrepreneurial clusters on startup rates. Based on the evidence collected, policy makers should increase support for flagship enterprises in their regions, and would-be business owners should consider locating their ventures in proximity to flagship companies.
Sergey Anokhin; Natalia Chistyakova; Irina Antonova; Lyubov Spitsina; Joakim Wincent; Vinit Parida. Flagship enterprises, entrepreneurial clusters, and business entry rates: insights from the knowledge spillover theory of entrepreneurship. Entrepreneurship & Regional Development 2021, 33, 353 -367.
AMA StyleSergey Anokhin, Natalia Chistyakova, Irina Antonova, Lyubov Spitsina, Joakim Wincent, Vinit Parida. Flagship enterprises, entrepreneurial clusters, and business entry rates: insights from the knowledge spillover theory of entrepreneurship. Entrepreneurship & Regional Development. 2021; 33 (3-4):353-367.
Chicago/Turabian StyleSergey Anokhin; Natalia Chistyakova; Irina Antonova; Lyubov Spitsina; Joakim Wincent; Vinit Parida. 2021. "Flagship enterprises, entrepreneurial clusters, and business entry rates: insights from the knowledge spillover theory of entrepreneurship." Entrepreneurship & Regional Development 33, no. 3-4: 353-367.
Significant advancements within the fields of digitalization, electrification, and automation have enabled the development, testing, and implementation of increasingly advanced autonomous solutions. Current examples of industrial automation promise significant economic and sustainability-oriented benefits for industrial customers. Yet, implemented autonomous solutions have rarely advanced beyond ‘islands of autonomy’. Although enabling initial improvements in the efficiency and effectiveness of operations, they have not led to the systemic process improvements that fully integrated site-wide solutions can achieve. It is becoming increasingly clear that the major challenges in this shift extend beyond technology to focus on business transformation and ecosystem relationships. Yet, extant research offers few insights into these domains. There is a need to develop a business-focused maturity framework for autonomous solutions to contribute to a predominantly technical discourse and support equipment actors and their wider ecosystems in commercializing autonomous solutions. Thus, the purpose of this paper is to investigate how industrial equipment manufacturers can align the development of technology, business models and ecosystem relationships for the advancement of autonomous solutions. We build on case studies that include 32 interviews from four industrial equipment manufacturers and their extended ecosystems of customers and partners. We capture our findings in a three-level maturity framework for industrial autonomous solutions. This framework unwraps the attributes of each level from the perspectives of technical system development, ecosystem configuration, and business model design and is complemented by three overarching principles for the successful commercialization of autonomous solutions.
Linus Thomson; Anmar Kamalaldin; David Sjödin; Vinit Parida. A maturity framework for autonomous solutions in manufacturing firms: The interplay of technology, ecosystem, and business model. International Entrepreneurship and Management Journal 2021, 1 -28.
AMA StyleLinus Thomson, Anmar Kamalaldin, David Sjödin, Vinit Parida. A maturity framework for autonomous solutions in manufacturing firms: The interplay of technology, ecosystem, and business model. International Entrepreneurship and Management Journal. 2021; ():1-28.
Chicago/Turabian StyleLinus Thomson; Anmar Kamalaldin; David Sjödin; Vinit Parida. 2021. "A maturity framework for autonomous solutions in manufacturing firms: The interplay of technology, ecosystem, and business model." International Entrepreneurship and Management Journal , no. : 1-28.
Industrial manufacturers increasingly develop digital platforms in the business-to-business (B2B) context. This emergent form of digital platforms requires a profound yet little understood holistic perspective that encompasses the co-evolution of platform architecture, platform services, and platform governance. To address this research gap, our study examines multiple platform sponsors from an industrial manufacturing context. The study demarcates three platform archetypes: product platform, supply chain platform, and platform ecosystem. We argue that each platform archetype involves a gradual development of platform architecture, platform services, and platform governance, which mirror each other. We also find that each platform archetype is characterized by a specific innovation mechanism that contributes to the platform service discovery and expands the platform value. Our study extends the co-evolution perspective of platform ecosystem literature and digital servitization literature.
Marin Jovanovic; David Sjödin; Vinit Parida. Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms. Technovation 2021, 102218 .
AMA StyleMarin Jovanovic, David Sjödin, Vinit Parida. Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms. Technovation. 2021; ():102218.
Chicago/Turabian StyleMarin Jovanovic; David Sjödin; Vinit Parida. 2021. "Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms." Technovation , no. : 102218.
Recent advances in AI algorithms and computational power have led to opportunities for new methods and tools. Particularly when it comes to detecting the current status of inter-industry technologies, the new tools can be of great assistance. This is important because the research focus has been on how firms generate value through managing their business models. However, further attention needs to be given to the external technological opportunities that also contribute to value creation in firms. We applied unsupervised machine learning techniques, particularly DBSCAN, in an attempt to generate a macro-level technological map. Our results show that AI and machine learning tools can indeed be used for these purposes, and DBSCAN is a potential algorithm. Further research is needed to improve the maps and to use the generated data to study related phenomena including entrepreneurship.
Ashkan Fredström; Joakim Wincent; David Sjödin; Pejvak Oghazi; Vinit Parida. Tracking innovation diffusion: AI analysis of large-scale patent data towards an agenda for further research. Technological Forecasting and Social Change 2021, 165, 120524 .
AMA StyleAshkan Fredström, Joakim Wincent, David Sjödin, Pejvak Oghazi, Vinit Parida. Tracking innovation diffusion: AI analysis of large-scale patent data towards an agenda for further research. Technological Forecasting and Social Change. 2021; 165 ():120524.
Chicago/Turabian StyleAshkan Fredström; Joakim Wincent; David Sjödin; Pejvak Oghazi; Vinit Parida. 2021. "Tracking innovation diffusion: AI analysis of large-scale patent data towards an agenda for further research." Technological Forecasting and Social Change 165, no. : 120524.
In the era of digitalization, manufacturing firms find it difficult to assess what is “the right” digital business model. To avoid common digitalization traps, company leaders and managers need to carefully assess each business model opportunity before committing to implementation and commercialization. We present insights from our case study about the diverse and complex issues related to digital business models. We highlight three digitalization traps and provide a three-phase framework companies can use to evaluate digital business model opportunities and make an informed decision on the commercial prospects for each model vetted.
Lina Linde; David Sjödin; Vinit Parida; Heiko Gebauer. Evaluation of Digital Business Model Opportunities. Research-Technology Management 2021, 64, 43 -53.
AMA StyleLina Linde, David Sjödin, Vinit Parida, Heiko Gebauer. Evaluation of Digital Business Model Opportunities. Research-Technology Management. 2021; 64 (1):43-53.
Chicago/Turabian StyleLina Linde; David Sjödin; Vinit Parida; Heiko Gebauer. 2021. "Evaluation of Digital Business Model Opportunities." Research-Technology Management 64, no. 1: 43-53.
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.
Heiko Gebauer; Alexander Arzt; Marko Kohtamäki; Claudio Lamprecht; Vinit Parida; Lars Witell; Felix Wortmann. How to convert digital offerings into revenue enhancement – Conceptualizing business model dynamics through explorative case studies. Industrial Marketing Management 2020, 91, 429 -441.
AMA StyleHeiko Gebauer, Alexander Arzt, Marko Kohtamäki, Claudio Lamprecht, Vinit Parida, Lars Witell, Felix Wortmann. How to convert digital offerings into revenue enhancement – Conceptualizing business model dynamics through explorative case studies. Industrial Marketing Management. 2020; 91 ():429-441.
Chicago/Turabian StyleHeiko Gebauer; Alexander Arzt; Marko Kohtamäki; Claudio Lamprecht; Vinit Parida; Lars Witell; Felix Wortmann. 2020. "How to convert digital offerings into revenue enhancement – Conceptualizing business model dynamics through explorative case studies." Industrial Marketing Management 91, no. : 429-441.
Artificial Intelligence (AI) reshapes companies and how innovation management is organized. Consistent with rapid technological development and the replacement of human organization, AI may indeed compel management to rethink a company's entire innovation process. In response, we review and explore the implications for future innovation management. Using ideas from the Carnegie School and the behavioral theory of the firm, we review the implications for innovation management of AI technologies and machine learning-based AI systems. We outline a framework showing the extent to which AI can replace humans and explain what is important to consider in making the transformation to the digital organization of innovation. We conclude our study by exploring directions for future research.
Naomi Haefner; Joakim Wincent; Vinit Parida; Oliver Gassmann. Artificial intelligence and innovation management: A review, framework, and research agenda✰. Technological Forecasting and Social Change 2020, 162, 120392 .
AMA StyleNaomi Haefner, Joakim Wincent, Vinit Parida, Oliver Gassmann. Artificial intelligence and innovation management: A review, framework, and research agenda✰. Technological Forecasting and Social Change. 2020; 162 ():120392.
Chicago/Turabian StyleNaomi Haefner; Joakim Wincent; Vinit Parida; Oliver Gassmann. 2020. "Artificial intelligence and innovation management: A review, framework, and research agenda✰." Technological Forecasting and Social Change 162, no. : 120392.
Prominent political and societal stakeholders argue that business models (BMs) are pivotal in making a successful transition to a circular economy (CE). However, the existing CE literature has paid little attention to design choices that allow companies to implement circular business models (CBMs) that meet the requirements of their specific situations. Resource sharing (alternatively called asset sharing) is a key practice in making the transition to a CE. The present article, therefore, seeks to gain deeper insights into the CBMs of firms that orchestrate resource-sharing solutions. For this purpose, it uses a qualitative multiple case-study approach and analyzes nine firms that orchestrate virtual power plants in Germany and Switzerland. Specifically, the article explores the design choices with which firms are faced when they implement this CBM, and it examines different implementation strategies that flow from making certain design choices. The article also identifies transition pathways that enable firms to move between different implementation strategies in order to increase economic and environmental gains. The present article can serve as a stimulus for further detailed analyses of other BMs that are important to a CE in the future.
Maximilian Palmié; Jonas Boehm; Charlotte-Katharina Lekkas; Vinit Parida; Joakim Wincent; Oliver Gassmann. Circular business model implementation: Design choices, orchestration strategies, and transition pathways for resource-sharing solutions. Journal of Cleaner Production 2020, 280, 124399 .
AMA StyleMaximilian Palmié, Jonas Boehm, Charlotte-Katharina Lekkas, Vinit Parida, Joakim Wincent, Oliver Gassmann. Circular business model implementation: Design choices, orchestration strategies, and transition pathways for resource-sharing solutions. Journal of Cleaner Production. 2020; 280 ():124399.
Chicago/Turabian StyleMaximilian Palmié; Jonas Boehm; Charlotte-Katharina Lekkas; Vinit Parida; Joakim Wincent; Oliver Gassmann. 2020. "Circular business model implementation: Design choices, orchestration strategies, and transition pathways for resource-sharing solutions." Journal of Cleaner Production 280, no. : 124399.
Corruption is prevalent in the developing world, negatively impacting small businesses. While research on corruption has focused on bribery from an economics-system perspective, there has been less research on the role of bribery from a more micro perspective. In this study, we explore bribery from the demand side by anchoring our qualitative, theory-building efforts in 12 new firms, 10 government officials, and 13 agents (for brokering bribery payments) in India. We found that in corrupt systems, the bureaucracy of government departments is deliberately made more bureaucratic by corrupt informal autonomous ventures within government departments that use informal human resource management systems to develop and perpetuate corruption and that recognize new legal constraints as an opportunity to use brokers to facilitate bribery. We highlight how these corrupt informal autonomous ventures engage in and perpetuate corruption, a practice that is destructive to the government, to small businesses, and to the people’s confidence in the nation.
Dean A. Shepherd; Vinit Parida; Joakim Wincent. Bribery from a micro, demand-side perspective. Small Business Economics 2020, 1 -20.
AMA StyleDean A. Shepherd, Vinit Parida, Joakim Wincent. Bribery from a micro, demand-side perspective. Small Business Economics. 2020; ():1-20.
Chicago/Turabian StyleDean A. Shepherd; Vinit Parida; Joakim Wincent. 2020. "Bribery from a micro, demand-side perspective." Small Business Economics , no. : 1-20.
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.
David Sjödinab; Vinit Paridaabc; Marko Kohtamäkiabc; Joakim Wincentde. An agile co-creation process for digital servitization: A micro-service innovation approach. Journal of Business Research 2020, 112, 478 -491.
AMA StyleDavid Sjödinab, Vinit Paridaabc, Marko Kohtamäkiabc, Joakim Wincentde. An agile co-creation process for digital servitization: A micro-service innovation approach. Journal of Business Research. 2020; 112 ():478-491.
Chicago/Turabian StyleDavid Sjödinab; Vinit Paridaabc; Marko Kohtamäkiabc; Joakim Wincentde. 2020. "An agile co-creation process for digital servitization: A micro-service innovation approach." Journal of Business Research 112, no. : 478-491.
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.
Charlotta Sirén; Vinit Parida; Johan Frishammar; Joakim Wincent. Time and time-based organizing of innovation: Influence of temporality on entrepreneurial firms’ performance. Journal of Business Research 2020, 112, 23 -32.
AMA StyleCharlotta Sirén, Vinit Parida, Johan Frishammar, Joakim Wincent. Time and time-based organizing of innovation: Influence of temporality on entrepreneurial firms’ performance. Journal of Business Research. 2020; 112 ():23-32.
Chicago/Turabian StyleCharlotta Sirén; Vinit Parida; Johan Frishammar; Joakim Wincent. 2020. "Time and time-based organizing of innovation: Influence of temporality on entrepreneurial firms’ performance." Journal of Business Research 112, no. : 23-32.
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.
Anmar Kamalaldin; Lina Linde; David Sjödin; Vinit Parida. Transforming provider-customer relationships in digital servitization: A relational view on digitalization. Industrial Marketing Management 2020, 89, 306 -325.
AMA StyleAnmar Kamalaldin, Lina Linde, David Sjödin, Vinit Parida. Transforming provider-customer relationships in digital servitization: A relational view on digitalization. Industrial Marketing Management. 2020; 89 ():306-325.
Chicago/Turabian StyleAnmar Kamalaldin; Lina Linde; David Sjödin; Vinit Parida. 2020. "Transforming provider-customer relationships in digital servitization: A relational view on digitalization." Industrial Marketing Management 89, no. : 306-325.
Research has focused on the role of entrepreneurial action in alleviating poverty. However, there is a gap between individuals’ short-term outcomes from entrepreneurship overcoming immediate resource concerns and the large-scale impact of entrepreneurship on institutional and system change. Therefore, in this study, we explore entrepreneurs’ beliefs about how entrepreneurial action can alleviate poverty. To do so, we conducted a qualitative study of entrepreneurs of businesses located in Indian slums and identified the impact of expectations, role models, and the subjective value of their children’s education in attempts to alleviate poverty.
Dean A. Shepherd; Vinit Parida; Joakim Wincent. Entrepreneurship and Poverty Alleviation: The Importance of Health and Children’s Education for Slum Entrepreneurs. Entrepreneurship Theory and Practice 2020, 45, 350 -385.
AMA StyleDean A. Shepherd, Vinit Parida, Joakim Wincent. Entrepreneurship and Poverty Alleviation: The Importance of Health and Children’s Education for Slum Entrepreneurs. Entrepreneurship Theory and Practice. 2020; 45 (2):350-385.
Chicago/Turabian StyleDean A. Shepherd; Vinit Parida; Joakim Wincent. 2020. "Entrepreneurship and Poverty Alleviation: The Importance of Health and Children’s Education for Slum Entrepreneurs." Entrepreneurship Theory and Practice 45, no. 2: 350-385.