Anna Salonen

TL;DR: In this paper, the authors investigate the transformation process towards services in more detail and find that manufacturers develop product related services through a dedicated service division designed to exploit the commercial opportunities of servicing an installed base of equipment, while the strategy of integrated solutions is utilized to enhance the competitiveness of their core product offering under industry conditions which make it difficult to maintain competitive advantage purely through technological leadership.

TL;DR: In this paper, the authors identify four continua that are of specific relevance for industrial firms transforming toward solution business models: customer embeddedness, offering integratedness, operational adaptiveness, and organizational networkedness.

TL;DR: In this article, the authors examine the drivers that lead manufacturers to choose between an internal versus external resource integration approach as they transition to solution-based business, focusing on product-based resources.

TL;DR: In this paper, a longitudinal case study of a servitized manufacturer, Kone, is presented, where the authors report how a solution provider can develop the operational capabilities to integrate the core and peripheral components into the solution, and orchestrate the modular production system.

TL;DR: It is found that a modular solution design acts as a key integration mechanism, allowing the provider to orchestrate actors in the supply network for simultaneous exploitation of resources related to the existing solution modules and exploration of new ones.