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  • 1.
    Björkdahl, Joakim
    et al.
    Chalmers University of Technology, Sweden.
    Fallahi, Sara
    RISE Research Institutes of Sweden, Digital Systems, Prototyping Society.
    Holmén, Magnus
    Halmstad University, Sweden.
    Explaining business model innovation processes: A problem formulation and problem solving perspective2022In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 105, p. 223-239Article in journal (Refereed)
    Abstract [en]

    This study explains the business model innovation processes in industrial firms. Drawing on three case studies of leading business-to-business firms shifting from product-based to service-based business models, it introduces problems as a theoretical concept to explain business model innovation processes. We show how formulating and solving problems guide the search for a viable business model and why some problem formulation and solving activities lead firms to shift between backward-looking and forward-looking searches. The decision to shift to a forward-looking search is triggered by the perception of failure to continue with an established way of working, while the shift to a backward-looking search is based on the perception of high alternative costs. We contribute to the business model innovation and servitization literature by theorizing the process of business model innovation and providing implications for managers.

  • 2. Hultén, P.
    et al.
    Viström, Magnus
    RISE, STFI-Packforsk.
    Mejtoft, Thomas
    RISE, STFI-Packforsk.
    New printing technology and pricing2009In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 38, no 3, p. 253-262Article in journal (Refereed)
    Abstract [en]

    This case study analyzes five Swedish printing houses’ pricing with respect to their investments in new printing technology. The new printing technology made it possible for the printing houses to market new products and services to meet the demand for shorter delivery times and full service solutions. Although this demand was apparent, the printing houses’ opportunities to capitalize on their investments depended on the characteristics of the market segment that they served. Findings indicate that the new printing technology made it possible to change prices when the new services reduced delivery time and costs, and when there were substantial differences between the new services and available substitutes. Thus, customers accepted new pricing when the utilization of the new technology resulted in financial gains and time reductions.

  • 3.
    Laage-Hellman, J.
    et al.
    Chalmers University of Technology, Sweden.
    Landqvist, Maria
    Chalmers University of Technology, Sweden.
    Lind, F.
    Chalmers University of Technology, Sweden.
    Business creation in networks: How a technology-based start-up collaborates with customers in product development2018In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 70, p. 13-24Article in journal (Refereed)
    Abstract [en]

    This paper deals with business creation in networks by setting the focus on how technology- based start-up companies collaborate with customers in product development. The aim is to analyze the pattern of customer collaboration by using the industrial network approach as theoretical point of departure. The method consists of a process-based single case study. The focal case is Oxeon, a Swedish rapidly growing university spin-off company commercializing a new technology for making carbon fiber composites. The development of products and applications has taken place in close collaboration with their customers. The paper addresses three research issues, which are related to the timing, mutuality and organizing of the collaboration. The analysis of the Oxeon case results in identification of five crucial aspects on the management of customer collaboration: (i) the need for involving customers early, (ii) the choice of application areas, (iii) the mutual process of choosing and getting chosen as collaboration partner, (iv) the external networking role of the start-up, and (v) the internal organizing of the start-up in relation to its ambitions for external interaction with customers. The results are summarized by formulating a set of propositions that can be taken as starting point for further research.

  • 4.
    Landqvist, Maria
    et al.
    Chalmers University of Technology, Sweden.
    Lind, F.
    Chalmers University of Technology, Sweden.
    A start-up embedding in three business network setting - A matter of resource combining2019In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 80, p. 160-171Article in journal (Refereed)
    Abstract [en]

    This paper focuses on how newly established technology-based start-up companies become part of the business landscape. In more detail, the aim of the paper is to analyse how a start-up becomes embedded through its networking behaviours in a business network. To approach this phenomenon, the theoretical frame of reference is based on the industrial network approach to industrial markets separating developing, producing and using settings. The business network settings are combined with networking behaviours consisting of both strong and weak ties. Importantly, for a start-up to become embedded through networking, resources of the start-up need to be combined with resources in the three business network settings. The paper relies on a case study methodology focusing on a start-up, founded at a technical university in Sweden, and its networking behaviours. The paper concludes that networking behaviours relying on strong ties are crucial to resource combining. However, the analysis also shows the importance of networking behaviours of weak ties, acquiring information and interaction to sensing new opportunities. The paper ends with managerial implications for start-up managers, pinpointing the need to work with both strong and weak ties as a platform to eventually become embedded in business networks.

  • 5. Prenkert, F.
    et al.
    Hedvall, K.
    Hasche, N.
    Eklinder Frick, J.
    Abrahamsen, M. H.
    Aramo-Immonen, H.
    Baraldi, E.
    Bocconcelli, R.
    Harrison, D.
    Huang, L.
    Huemer, L.
    Kask, J.
    Landqvist, Maria
    Chalmers University of Technology, Sweden.
    Pagano, A.
    Perna, A.
    Poblete, L.
    Ratajczak-Mrozek, M.
    Wagrell, S.
    Resource interaction: Key concepts, relations and representations2022In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 105, p. 48-59Article in journal (Refereed)
    Abstract [en]

    Value co-creation is a core focus area in both B2B marketing and strategy research, necessitating resource utilization within and across organizational boundaries. In the Industrial Marketing and Purchasing (IMP) group, scholars have focused on the interactions among resources as one important way to analyze central questions about resources in business relationships and networks. This has produced a breadth of investigations and concepts that are locally defined and utilized. This may hamper further theoretical development and inhibit analytical precision. The purpose of this paper is to develop a more general shared understanding of resource interaction by identifying and explicating the key concepts used, and to assess its status as an approach. The paper synthesizes 20 years of research to identify key concepts and the relationships across concepts. This provides both a platform for further conceptual and empirical research within IMP and potential for cross-fertilization with parallel B2B areas.

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