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  • 1.
    Edvardsson, Bo
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Service Research Center. Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration. Karlstad University, Faculty of Economic Sciences, Communication and IT, The Service and Market Oriented Transport Research Group.
    Holmlund, M.
    Strandvik, T.
    Inotation of Business Relationshops in Service-dominant Settings2007In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article, book review (Other academic)
  • 2.
    Edvardsson, Bo
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Service Research Center. Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration.
    Holmlund, Maria
    Department of marketing, CERS, Swedish School of Economics, Helsinki, Finland.
    Strandvik, Tore
    Department of marketing, CERS, Swedish School of Economics, Helsinki, Finland.
    Initiation of business relationships in service-dominant settings2008In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 37, no 3, p. 339-350Article in journal (Refereed)
    Abstract [en]

    Industrial companies today are becoming increasingly service-oriented and therefore need to shift from selling hardware to valuing services and managing customer relationships. A new and particularly significant challenge for these companies is how to initiate relationships which is an issue that has received surprisingly limited scientific attention. The aim of this study is to develop a conceptualization that explores the dynamics in the relationship initiation process in service-dominant settings. Narratives from three sellers of professional services, augmented with narratives from a buyer's view, form the empirical basis of the study. The dynamics in the relationship initiation process are clarified with three new concepts: status, converter, and inhibitor. The paper concludes with implications of the new conceptualization and suggestions for future research.

  • 3.
    Edvardsson, Bo
    et al.
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center. Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Business Administration.
    Holmlund, Maria
    Hanken School of Economics, Helsinki.
    Strandvik, Tore
    Hanken School of Economics, Helsinki.
    Initiation of businessrelationships in service-dominant settings2008In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 37, no 3, p. 339-350Article in journal (Refereed)
  • 4.
    Gebauer, Heiko
    Swiss Fed Inst Aquat Sci & Technol, Eawag, Dept Innovat Res Util Sectors Cirus, Dubendorf, Switzerland.;Karlstad Univ Sweden, Serv Res Ctr, Karlstad, Sweden..
    Exploring the contribution of management innovation to the evolution of dynamic capabilities2011In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 40, no 8, p. 1238-1250Article in journal (Refereed)
    Abstract [en]

    Companies that find innovative ways to manage capabilities gain competitive advantages. The results of multiple case studies of capital goods manufacturing companies suggest that management innovation contributes to dynamic capabilities. The findings confirm the importance of sensing, seizing, and reconfiguring as dynamic capabilities. Management innovation differs in terms of whether it contributes to sensing, seizing, or reconfiguring. The findings describe issues of management innovation, such as key change agents and utilization (motivation, invention, implementation, as well as theorizing and labeling), which facilitate sensing, seizing, and reconfiguring. Maintaining capability-driven competitive advantages is not limited to the innovation of products and services, but should also address management innovation that drives dynamic capabilities. The present study relies on a novel conceptualization of dynamic capabilities through management innovation. This conceptualization advances theory-building on the issue of dynamic capabilities. (C) 2011 Elsevier Inc. All rights reserved.

  • 5.
    Jennings Saul, Caroline
    et al.
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013). Eawag/Environmental Social Sciences/Business Innovation for Sustainable Infrastructure Services Group, Dübendorf, Switzerland.
    Gebauer, Heiko
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013).
    Born solution providers Dynamic capabilities for providing solutions: Dynamic capabilities for providing solutions2018In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 73, p. 31-46Article in journal (Refereed)
    Abstract [en]

    Our investigation draws on a qualitative study, which explores the anomaly of Born Solution Providers. Compared to the traditional assumption that product companies shift toward solutions during the maturity phase, companies can already offer solutions in the market development phase. We investigate the dynamic capabilities for providing solutions in the market development phase. Our findings reveal a microfoundation of dynamic capabilities. This microfoundation is structured into 10 dimensions along sensing, seizing, and reconfiguring activities. Within these 10 dimensions, we disaggregate the dynamic capabilities into individual skills and organizational routines. Interestingly, organizations utilize routines underlying the options for each dimension (e.g., routines for sensing internal and external opportunities, seizing standardization, and customization), but they tend to stick to routines for one of these options. Individual skills enable organizations to balance the options. Our results suggest that these individual skills evolve through higher-order processes, namely, single- and double-loop learning activities.

  • 6.
    Kowalkowski, Christian
    et al.
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center.
    Witell, Lars
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center. Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
    Gustafsson, Anders
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center.
    Any way goes: Identifying value constellations for service infusion2013In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 42, no 1, p. 18-30Article in journal (Refereed)
    Abstract [en]

    Manufacturing firms have always delivered services, by supplying spare parts, installing equipment, training employees, or performing maintenance. In competitive markets though, firms seek new ways to differentiate their business, including an increased focus on service, often referred to as service infusion. Of the studies that seek to understand this phenomenon, most focus on large multinational firms; little is known about service infusion in small and medium-sized enterprises (SMEs). This study adopts an explorative approach to investigate how SMEs construct new value constellations that enable value creation through services. The findings, based on in-depth interviews with key informants from 13 SMEs, suggest that there is no predefined transition process for service infusion in SMEs, which seldom have the resources to build new organizational units or create new specialties. Instead, they differentiate themselves through new value constellations within business networks. The heterogeneity of service offerings and business networks means those value constellations take many forms.

  • 7.
    Perks, Helen
    et al.
    Univ Nottingham, Business Sch, Nottingham, England.
    Kowalkowski, Christian
    Linkoping Univ, Dept Management & Engn, Linkoping, Sweden.
    Witell, Lars
    Hanken Sch Econ, Helsinki, Finland.
    Gustafsson, Anders
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Service Research Center (from 2013).
    Network orchestration for value platform development2017In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 67, p. 106-121Article in journal (Refereed)
    Abstract [en]

    The traditional firm and product-centric view of platforms is changing. Platforms are increasingly developed around value that is co-created with a network of actors. In such settings, lead firms shape their environments and develop value platforms through network orchestration. This study examines how lead firms mobilize network relationships to support and build novel value platforms. The research adopts a multiple case study methodology, investigating the development of six value platforms in network settings within Europe. A large-scale interview program over several years was conducted. The findings unravel practices constituting four overarching network orchestration mechanisms in the value platform development context; envisioning, inducing innovativeness, legitimizing, and adjusting. The study explains the relationships and interplay between the orchestration mechanisms and articulates theoretical and managerial contributions.

  • 8.
    Salomonson, Nicklas
    et al.
    Univ Boras, Sch Business & IT, S-50190 Boras, Sweden..
    Åberg, Annika
    Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School (from 2013).
    Allwood, Jens
    Univ Gothenburg, Dept Linguist, S-41282 Gothenburg, Sweden..
    Communicative skills that support value creation: A study of B2B interactions between customers and customer service representatives2012In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 41, no 1, p. 145-155Article in journal (Refereed)
    Abstract [en]

    Although interaction has been acknowledged as central in value creation there is still a lack of empirical studies on how value creation is accomplished in practice, and in particular how communicative skills support customers' value creation. The purpose of this paper is therefore to generate a deeper understanding of how customer service representatives' communicative skills in conversations with customers support customers' value creation. We argue that value creating processes correspond to customers' roles as "feelers", "thinkers" and "doers". Accordingly, value creation involves three interdependent elements, an emotional, a cognitive and a behavioral. Based on a qualitative research design, drawing on an empirical study of 80 telephone conversations between customers and customer service representatives in a business-to-business context. the paper demonstrates three communicative skills that are essential in supporting customers' value creation: attentiveness, perceptiveness and responsiveness. The findings show how employees, by means of these communicative skills support customers' value creation. Attentiveness supports cognitive elements of the customers' value creating processes, whereas perceptiveness supports value creation in terms of cognitive, behavioral and emotional aspects. Finally, responsiveness supports the customer's cognitive as well as behavioral value creation. (C) 2011 Elsevier Inc. All rights reserved.

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