Suchergebnisse

Purpose
The purpose of this paper is to extend the knowledge on business model transformation (BMT) by developing an integrative framework for BMT dilemmas, including strategies for shaping and stabilizing market structures.


Design/methodology/approach
The study uses a case-based approach, with data from the Swedish electric utility industry.


Findings
The findings uncover practices related to both shaping and stabilizing market structure. The study contributes with insights for firms to overcome the BMT dilemma. Shaping strategies involve disruptive innovations while stabilizing strategies concerns incremental improvements in existing structures; by balancing these efforts, firms can find ways toward successful BMT.


Originality/value
With a focus on incumbent firms and the balancing act of BMT in a network, the study covers areas that have scarcely been addressed in the existing literature. Even though most business model literature has focused on shaping consumer markets, the need to consider BMT as a dual-directional process in an industrial context is emphasized in this study.

Purpose– This paper aims to investigate the role of service modularity in developing and deploying efficient services, while at the same time meeting diverse customer needs. The analysis distinguishes between different service types and sets forth key issues for service modularization, identifying supporting resources (both internal and customer) and associated modular strategies for the different types.Design/methodology/approach– The study design used an exploratory case study approach, focusing on three Swedish manufacturing firms that are moving toward an increased service focus (service infusion). Data were collected through interviews and focus groups, and the collected data were analyzed independently, before being merged and synthesized in a cross-case analysis. Themes and patterns were extracted and linked to the theoretical framework following a systematic combining process.Findings– This study contributes insights to the emerging field of service modularity by investigating process modularization and modular strategies. A framework is put forward outlining modular strategies for four different service types covering both a passive and an active role for a customer. From a theoretical point of view, the role of the customer is added to the discussion to advocate for the necessity of a co-creative perspective in service modularity.Originality/value– This article contributes to the emerging research field of service modularity by providing empirical insights into how modularization and modular strategies can enable more efficient services. Depending on service type, different modular strategies are set forth. This study also highlights the need to recognize customer-specific activities, resources and competencies as pivotal parts of the modular service processes. Such insights are particularly relevant given the established view of service modules as functions of intra-firm activities.