Using Platforms to Pursue Strategic Opportunities in Service-Driven Manufacturing

References

• Agarwal R, Selen W (2009) Dynamic capability building in service value networks for achieving service innovation. Decision Sci. 40(3):431–475.Crossref, Google Scholar
• Baines T, Lightfoot H, Benedettini O, Kay M (2009) The servitization of manufacturing: A review of literature and reflection on future challenges. J. Manufacturing Technol. Management 20(5):547–567.Crossref, Google Scholar
• Baines T, Lightfoot H, Evans S, Neely A, Greenough R, Peppard J, Roy Ret al. (2007) State-of-the-art in product-service systems. Proc. Institution Mechanical Engineers, Part B: Engrg. Manufacture 221(10):1543–1552.Crossref, Google Scholar
• Baldwin C, Woodard J (2009) The architecture of platforms: A unified view. Gawer A, ed. Platforms, Markets and Innovation (Edward Elgar, Cheltenham, UK), 19–44.Crossref, Google Scholar
• Barney J (1991) Firm resources and sustained competitive advantage. J. Management 17(1):99–120.Crossref, Google Scholar
• Barney J (1995) Looking inside for competitive advantage. Acad. Management Executive 9(4):49–61.Google Scholar
• Bikfalvi A, Lay G, Maloca S, Waser BR (2013) Servitization and networking: Large-scale survey findings on product-related services. Service Bus. 7(1):61–82.Crossref, Google Scholar
• Bitner M, Zeithami V, Gremler D (2010) Technology’s impact on the gaps model of service quality. Service Sci. 54(15):2787–2805.Google Scholar
• Brax SA, Jonsson K (2009) Developing integrated solution offerings for remote diagnostics: A comparative case study of two manufacturers. Internat. J. Oper. Production Management 29(5):539–560.Crossref, Google Scholar
• Breidbach C, Brodie R, Hollebeek L (2014) Beyond virtuality: From engagement platforms to engagement ecosystems. Managing Service Quality 24(6):592–611.Crossref, Google Scholar
• Bresnahan T, Greenstein S (1999) Technological competition and the structure of the computer industry. J. Indust. Econom. 47(1):1–40.Crossref, Google Scholar
• Brown SL, Eisenhardt KM (1997) The art of continuous change: Linking complexity theory and time-based evolution in relentlessly shifting organizations. Admin. Sci. Quart. 42(1):1–34.Crossref, Google Scholar
• Brown S, Eisenhardt K (1998) Competing on the Edge: Strategy as Structured Chaos (Harvard Business School Press, Boston).Google Scholar
• Brynjolfsson E, McAfee A (2012) Race Against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy (Digital Frontier Press, Lexington, MA).Google Scholar
• Ciborra CU (1996) The platform organization: Recombining strategies, structures, and surprises. Organ. Sci. 7(2):103–118.Link, Google Scholar
• Corbin J, Strauss A (2007) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 3rd ed. (Sage, Thousand Oaks, CA).Google Scholar
• D’Aveni R (1994) Hypercompetition (Free Press/Simon and Schuster, New York).Google Scholar
• D’Aveni RA, Dagnino GB, Smith KG (2010) The age of temporary advantage. Strategic Management J. 31(13):1371–1385.Crossref, Google Scholar
• Davies A, Brady T, Hobday M (2007) Organizing for solutions: Systems seller vs. systems integrator. Indust. Marketing Management 36(2):183–193.Crossref, Google Scholar
• Den Hertog P, van der Aa W, De Jong M (2010) Capabilities for managing service innovation: Towards a conceptual framework. J. Service Management 21(4):490–514.Crossref, Google Scholar
• Dubois A, Araujo L (2007) Case research in purchasing and supply management: Opportunities and challenges. J. Purchasing Supply Management 13(3):170–181.Crossref, Google Scholar
• Dubois A, Gadde L (2002) Systematic combining: An abductive approach to case research. J. Bus. Res. 55(7):553–560.Crossref, Google Scholar
• Dyer J, Singh H (1998) The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Acad. Management Rev. 23(4):660–679.Crossref, Google Scholar
• Eggert A, Hogreve J, Ulaga W, Muenkhoff E (2011) Industrial services, product innovations and firm profitability: A multiple-group latent curve analysis. Indust. Marketing Management 40(5):661–670.Crossref, Google Scholar
• Eisenhardt KM (1989a) Building theories from case study research. Acad. Management Rev. 14(4):532–550.Crossref, Google Scholar
• Eisenhardt KM (1989b) Making fast strategic decisions in high-velocity environments. Acad. Management J. 32(3):543–576.Crossref, Google Scholar
• Eisenhardt KM, Martin JA (2000) Dynamic capabilities: What are they? Strategic Management J. 21(10):1105–1111.Crossref, Google Scholar
• Eisenhardt KM, Sull D (2001) Strategy as simple rules. Harvard Bus. Rev. 79(1):107–116.Google Scholar
• Eloranta V, Turunen T (2015a) Seeking competitive advantage with service Infusion: A systematic literature review. J. Service Management 26(3):394–425.Crossref, Google Scholar
• Eloranta V, Turunen T (2015b) Platforms in service-driven manufacturing: Leveraging complexity by connecting, sharing, and integrating. Indust. Marketing Management 55(May):178–186.Google Scholar
• Fereday J, Muir-Cochrane E (2008) Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development. Internat. J. Qualitative Methods 5(1):80–92.Crossref, Google Scholar
• Galunic DC, Eisenhardt KM (2001) Architectural innovation and modular corporate forms. Acad. Management J. 44(6):1229–1249.Crossref, Google Scholar
• Garud R, Jain S, Tuertscher P (2008) Incomplete by design and designing for incompleteness. Organ. Stud. 29(3):351–371.Crossref, Google Scholar
• Gawer A (2014) Bridging differing perspectives on technological platforms: Toward an integrative framework. Res. Policy 43(7):1239–1249.Crossref, Google Scholar
• Gawer A, Cusumano MA (2008) How companies become platform leaders. MIT Sloan Management Rev. 49(2):28–35.Google Scholar
• Gawer A, Cusumano MA (2014) Industry platforms and ecosystem innovation. J. Product Innovation Management 31(3):417–433.Crossref, Google Scholar
• Gebauer H (2011) Exploring the contribution of management innovation to the evolution of dynamic capabilities. Indust. Marketing Management 40(8):1238–1250.Crossref, Google Scholar
• Gebauer H, Fischer T, Fleisch E (2005) Overcoming the service paradox in manufacturing companies. Eur. Management J. (23)1:14–26.Crossref, Google Scholar
• Gebauer H, Paiola M, Edvardsson B (2012a) A capability perspective on service business development in small and medium-sized suppliers. Scandinavian J. Management 28(4):321–339.Crossref, Google Scholar
• Gebauer H, Paiola M, Saccani N (2013) Characterizing service networks for moving from products to solutions. Indust. Marketing Management 42(1):31–46.Crossref, Google Scholar
• Gebauer H, Ren GJ, Valtakoski A, Reynoso J (2012b) Service-driven manufacturing: Provision, evolution and financial impact of services in industrial firms. J. Service Management 23(1):120–136.Crossref, Google Scholar
• Gremyr I, Lo N, Witell L, Löfberg N (2010) Service innovations in manufacturing firms. Managing Service Quality 20(2):161–175.Crossref, Google Scholar
• Gulati R, Puranam P, Tushman M (2012) Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management J. 33(6):571–586.Crossref, Google Scholar
• Henneberg S, Gruber T, Naudé P (2013) Services networks: Concept and research agenda. Indust. Marketing Management 42(1):3–8.Crossref, Google Scholar
• Iansiti M, Levien R (2004) Strategy as ecology. Harvard Bus. Rev. 82(3):68–81.Google Scholar
• Kim D, Kogut B (1996) Technological platforms and diversification. Organ. Sci. 7(3):283–301.Link, Google Scholar
• Kindström D, Kowalkowski C, Sandberg E (2013) Enabling service innovation: A dynamic capabilities approach. J. Bus. Res. 66(8):1063–1073.Crossref, Google Scholar
• Kowalkowski C, Witell L, Gustafsson A (2013) Any way goes: Identifying value constellations for service infusion in SMEs. Indust. Marketing Management 42(1):18–30.Crossref, Google Scholar
• Kowalkowski C, Kindström D, Alejandro TB, Brege S, Biggemann S (2012) Service infusion as agile incrementalism in action. J. Bus. Res. 65(6):765–772.Crossref, Google Scholar
• Lightfoot H, Baines T, Smart P (2013) The servitization of manufacturing: A systematic literature review of interdependent trends. Internat. J. Oper. Management 33(11):1408–1434.Crossref, Google Scholar
• Lindberg N, Nordin F (2008) From products to services and back again: Towards a new service procurement logic. Indust. Marketing Management 37(3):292–300.Crossref, Google Scholar
• Mathieu V (2001) Product services: From a service supporting the product to a service supporting the client. J. Bus. Indust. Marketing 16(1):39–61.Crossref, Google Scholar
• Matthyssens P, Vandenbempt K (2008) Moving from basic offerings to value-added solutions: Strategies, barriers and alignment. Indust. Marketing Management 37(3):316–328.Crossref, Google Scholar
• Matthyssens P, Vandenbempt K (2010) Service addition as business market strategy: Identification of transition trajectories. J. Service Management 21(5):693–714.Crossref, Google Scholar
• Miles MB, Huberman AM (1994) Qualitative Data Analysis: An Expanded Source Book (Sage, Thousand Oaks, CA).Google Scholar
• Neely A (2008) Exploring the financial consequences of the servitization of manufacturing. Oper. Management Res. 1(2):103–118.Crossref, Google Scholar
• Nordin F, Kowalkowski C (2010) Solutions offerings: A critical review and reconceptualisation. J. Service Management 21(4):441–459.Crossref, Google Scholar
• Oliva R, Kallenberg R (2003) Managing the transition from products to services. Internat. J. Service Industry Management 14(2):160–172.Crossref, Google Scholar
• Patton MQ (1990) Qualitative Evaluation and Research Methods, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
• Pekkarinen S, Ulkuniemi P (2008) Modularity in developing business services by platform approach. Internat. J. Logist. Management 19(1):84–103.Crossref, Google Scholar
• Porter ME (1980) Competitive Strategy (Free Press, New York).Google Scholar
• Porter ME, Heppelmann JE (2014) How smart, connected products are transforming competition. Harvard Bus. Rev. 92(11):11–64.Google Scholar
• Ramaswamy V (2009) Leading the transformation to co-creation of value. Strategy Leadership 37(2):32–37.Crossref, Google Scholar
• Rochet J, Tirole J (2003) Platform competition in two-sided markets. J. Eur. Econom. Assoc. 1(4):990–1029.Crossref, Google Scholar
• Rusanen H, Halinen A, Jaakkola E (2014) Accessing resources for service innovation: The critical role of network relationships. J. Service Management 25(1):2–29.Crossref, Google Scholar
• Sanchez R (1995) Strategic flexibility in product competition. Strategic Management J. 16(S1):135–159.Crossref, Google Scholar
• Sawhney M, Verona G, Prandelli E (2005) Collaborating to create: The internet as a platform for customer engagement in product innovation. J. Interactive Marketing 19(4):4–17.Crossref, Google Scholar
• Spring M, Araujo L (2013) Beyond the service factory: Service innovation in manufacturing supply networks. Indust. Marketing Management 42(1):59–70.Crossref, Google Scholar
• Strauss A, Corbin JM (1990) Basics of Qualitative Research: Grounded Theory Procedures and Techniques (Sage, Newbury Park, CA).Google Scholar
• Tee R, Gawer A (2009) Industry architecture as a determinant of successful platform strategies: A case study of the i-mode mobile Internet service. Eur. Management Rev. 6(4):217–232.Crossref, Google Scholar
• Teece D (2007) Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. 28(13):1319–1350.Crossref, Google Scholar
• Thomas LG (1996) The two faces of competition: Dynamic resourcefulness and the hypercompetitive shift. Organ. Sci. 7(3):221–242.Link, Google Scholar
• Thomas LD, Autio E, Gann DM (2014) Architectural leverage: Putting platforms in context. Acad. Management Perspect. 28(2):198–219.Crossref, Google Scholar
• Tuli K, Kohli A, Bharadwaj S (2007) Rethinking customer solutions: From product bundles to relational processes. J. Marketing 71(3):1–17.Crossref, Google Scholar
• Ulaga W, Reinartz W (2011) Hybrid offerings: How manufacturing firms combine goods and services successfully. J. Marketing 75(6):5–23.Crossref, Google Scholar
• Vandermerwe S, Rada J (1988) Servitization of business: Adding value by adding services. Eur. Management J. 6(4):314–324.Crossref, Google Scholar
• Wheelwright SC, Clark KB (1992) Revolutionizing Product Development—Quantum Leaps in Speed, Efficiency, and Quality (Free Press, New York).Google Scholar
• Windahl C, Lakemond N (2006) Developing integrated solutions: The importance of relationships within the network. Indust. Marketing Management 35(7):806–818.Crossref, Google Scholar
• Wise R, Baumgartner P (1999) Go downstream: The new profit imperative in manufacturing. Harvard Bus. Rev. 77(5):133–142.Google Scholar
• Yin R (2009) Case Study Research: Design and Methods (Sage, Thousand Oaks, CA).Google Scholar
• Yoo Y, Boland RJ, Lyytinen K, Majchrzak A (2012) Organizing for innovation in the digitized world. Organ. Sci. 23(5):1398–1408.Link, Google Scholar
• Zittrain JL (2006) The generative internet. Harvard Law Rev. 119(7):1974–2040.Google Scholar