Leveraging the benefits of modularity in the provision of integrated solutions: A strategic learning perspective

Salonen, Anna; Rajala, Risto; Virtanen, Ari

doi:10.1016/j.indmarman.2017.09.001

Cited by 31 publications

(37 citation statements)

References 48 publications

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“…In both projects and firms, new systems integration challenges arise as modularity enables greater outsourcing of design as well as manufacturing (Brusoni & Prencipe, 2011), and as firms leverage the benefits of modularity to enable economies of scale in associated services (Salonen, Rajala, & Virtanen, 2018). Davies and Mackenzie’s (2014) work on the London 2012 Olympics finds that systems integration takes place at different levels within the megaproject, with the client and its delivery partner involved at a meta-systems integration level, and contractors involved in integration at the systems level, with “clearly-defined interfaces and buffers between and within individual component systems” (Davies & Mackenzie, 2014, p. 787).…”

Section: Background: Innovation and Knowledge Codificationmentioning

confidence: 99%

How Digital Information Transforms Project Delivery Models

Whyte

2019

Project Management Journal

108

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This study articulates how increasingly pervasive digital information transforms project delivery models. It builds on and extends literatures on innovation and knowledge codification, analysing London's evolving digital innovation ecosystem across fifteen years of industry/government initiatives and infrastructure megaprojects. Findings suggests profound and ongoing changes in digitally-enabled project delivery models. Novel contributions are: first, to identify new generations of integrated solutions; second, to articulate changes in supply-chains and relationships with owners, operators and end-users; and third, to recognize the growing importance of digital workflows and analytics, rather than documents. There are implications for project management practice and scholarship.

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Section: Background: Innovation and Knowledge Codificationmentioning

confidence: 99%

How Digital Information Transforms Project Delivery Models

Whyte

2019

Project Management Journal

108

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“…In a recent study, Worm et al (2017) suggest that providing customer solutions has positive associations with profitability for firms that have strong sales capabilities and in industries with strong buyer power, but not necessarily in technology intensive industries. Many firms have taken a somewhat skeptical approach to customer solutions provision, instead opting for mass customization since this accommodates fragmented market contexts better than true customer solutions provision (Kowalkowski et al, 2015; Salonen et al, 2018). For many B2B markets, the importance of customer solutions is likely to continue, particularly since there are many industries that have strong buyer power.…”

Section: Contemporary Issues In B2b Marketing – Beyond Ai and Itmentioning

confidence: 99%

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

Prior

Keränen

2020

Australasian Marketing Journal

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In this paper, we offer critical reflections on several contemporary issues in B2B marketing research. Specifically, we consider value, customer solutions, temporary organizations, governance models and sustainability within this literature. Our reflections lead us to suggest that further B2B marketing research is necessary in terms of four main areas (i) integrating complex offers for solutions, (ii) integrating functional activities, (iii) understanding the inter-related societal effects of B2B marketing, and (iv) understanding B2B marketing in information-poor environments. We develop an agenda that could serve to motivate further B2B marketing research while also reminding scholars that ‘it's not just about Artificial Intelligence (AI)’ or Information Technology (IT).

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“…It conceptualizes a solution as consisting of service modules, product modules and knowledge modules with different and pertinent features, while previous research only focuses on service-product bundles (Bask et al, 2010;Evanschitzky, Wangenheim, & Woisetschläger, 2011;Pekkarinen & Ulkuniemi, 2008) or considers a solution generally as a bundle of knowledge components (Valtakoski, 2017). While previous research has discussed using a modular structure to orchestrate business networks (Bask et al, 2010;Salonen et al, 2018), this study not only confirms the important role of a carefully designed modular structure in this process but also reveals the differential impacts different module features have on interfirm coordination in a digital platform context.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

A platform approach in solution business: How platform openness can be used to control solution networks

Wei

Geiger

Vize

2019

Industrial Marketing Management

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This paper explores how customer solution providers leverage digital platform architectures and particularly platform openness to exert control over complex organizational networks. A multiple case-study approach studies three companies with digital platforms that orchestrate solution networks in the LED and ICT industries. Our findings show that the features of product modules (core or peripheral), service modules (relationship intensity and customization), and knowledge modules (explicit, tacit and codified) have differential influence on the levels of platform openness. By managing platform openness of different subsystems accordingly, the solution providers can achieve different control benefits, including ensuring module quality, increasing offering variety, reducing dependence on module providers, and facilitating resource sharing. We contribute to the literature on solution business by reconceptualising the platform approach from a two-level perspective. We also deepen the field's understanding of the role of digital platforms in solution business from an architectural perspective. Recent research in B2B marketing has proposed that solution providers can overcome the challenges of network complexity by adopting a platform approach to network orchestration (Bask, Lipponen,

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Leveraging the benefits of modularity in the provision of integrated solutions: A strategic learning perspective

Cited by 31 publications

References 48 publications

How Digital Information Transforms Project Delivery Models

How Digital Information Transforms Project Delivery Models

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

A platform approach in solution business: How platform openness can be used to control solution networks

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