Business models in project-based firms - Towards a typology of solution-specific business models

[1]  K. Artto,et al.  Services in project-based firms – Four types of business logic , 2009 .

[2]  Bernard Cova,et al.  Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors , 2008 .

[3]  Heiko Gebauer,et al.  Identifying service strategies in product manufacturing companies by exploring environment–strategy configurations , 2008 .

[4]  Paul Matthyssens,et al.  Moving from basic offerings to value-added solutions: Strategies, barriers and alignment , 2008 .

[5]  Kristian Möller,et al.  System supplier's customer strategy ☆ , 2007 .

[6]  Ajay K. Kohli,et al.  Rethinking Customer Solutions: From Product Bundles to Relational Processes , 2007 .

[7]  Esko Penttinen,et al.  Improving firm positioning through enhanced offerings and buyer–seller relationships , 2007 .

[8]  Florence Crespin-Mazet,et al.  Co-development as a marketing strategy in the construction industry , 2007 .

[9]  A. Davies,et al.  Charting a path toward integrated solutions , 2006 .

[10]  Stephen L. Vargo,et al.  Service-dominant logic: reactions, reflections and refinements , 2006 .

[11]  Stephen L. Vargo,et al.  The Service-dominant Logic of Marketing: Dialog, Debate, and Directions , 2006 .

[12]  A. Davies,et al.  Systems Integration: A Core Capability of the Modern Corporation , 2005 .

[13]  H. Tikkanen,et al.  Managerial cognition, action and the business model of the firm , 2005 .

[14]  Michael H. Morris,et al.  The entrepreneur's business model: toward a unified perspective , 2005 .

[15]  Uday Kumar,et al.  Product support strategy: conventional versus functional products , 2005 .

[16]  Fredrik Nordin.  Managing the process of adopting service logic in collaboration with suppliers , 2004 .

[17]  Andrew Davies,et al.  Building Project Capabilities: From Exploratory to Exploitative Learning , 2004 .

[18]  A. Davies.  Moving base into high-value integrated solutions: a value stream approach , 2004 .

[19]  Christian Berggren,et al.  Manufacturing firms and integrated solutions: characteristics and implications , 2004 .

[20]  T. Markeset,et al.  Dimensioning of product support: issues, challenges, and opportunities , 2004, Annual Symposium Reliability and Maintainability, 2004 - RAMS.

[21]  Stephen L. Vargo,et al.  Evolving to a New Dominant Logic for Marketing , 2004 .

[22]  Uday Kumar,et al.  Design and development of product support and maintenance concepts for industrial systems , 2003 .

[23]  Wolfgang Ulaga.  Capturing value creation in business relationships: A customer perspective , 2003 .

[24]  Chris Ivory,et al.  Shifting the Goal Posts for Design Management in Capital Goods Projects: 'Design for Maintainability' , 2003 .

[25]  Rogelio Oliva,et al.  Managing the transition from products to services , 2003, International Journal of Service Industry Management.

[26]  Jonas Hedman,et al.  The business model concept: theoretical underpinnings and empirical illustrations , 2003, Eur. J. Inf. Syst..

[27]  K. Möller,et al.  Business suppliers' value creation potential: A capability-based analysis☆ , 2003 .

[28]  Jay R. Galbraith.  Organizing to Deliver Solutions , 2002 .

[29]  H. Chesbrough,et al.  The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off Companies , 2002 .

[30]  J. Magretta.  Why business models matter. , 2002, Harvard business review.

[31]  Gomes Pj.  Is success a sin? A conversation with the reverend Peter J. Gomes. Interview by David A. Light. , 2001 .

[32]  Nicolaj Siggelkow.  Change in the Presence of Fit: the Rise, the Fall, and the Renaissance of Liz Claiborne , 2001 .

[33]  Richard A. Normann,et al.  Reframing Business: When the Map Changes the Landscape , 2001 .

[34]  H. Gemünden,et al.  Value Creation in Buyer–Seller Relationships: Theoretical Considerations and Empirical Results from a Supplier's Perspective , 2001 .

[35]  E. P. Michael.  Strategy and the Internet. , 2001 .

[36]  Valérie Mathieu.  Product services: from a service supporting the product to a service supporting the client , 2001 .

[37]  Chi Ming Tam,et al.  Build-operate-transfer model for infrastructure developments in Asia: reasons for successes and failures , 1999 .

[38]  A. Slywotzky,et al.  The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits , 1997 .

[39]  Margaret A. Peteraf.  The cornerstones of competitive advantage: A resource‐based view , 1993 .

[40]  Y. Doz,et al.  Strategy process research: Focusing on corporate self‐renewal , 1992 .

[41]  Birger Wernerfelt,et al.  From Critical Resources to Corporate Strategy , 1989 .

[42]  S. Vandermerwe,et al.  Servitization of business : Adding value by adding services , 1988 .

[43]  Henry Mintzberg.  Patterns in Strategy Formation , 1978, International Studies of Management & Organization.

[44]  K. Artto,et al.  Factors influencing design and performance of the business model of a project-based firm , 2008 .

[45]  S. Rothenberg.  Sustainability Through Servicizing , 2007 .

[46]  Mohanbir Sawhney,et al.  Going beyond the product: Defining, designing, and delivering customer solutions , 2006 .

[47]  Xabier Drèze,et al.  Su programa de lealtad lo está traicionando , 2006 .

[48]  N. Agrawal,et al.  Winning in the aftermarket , 2006 .

[49]  Stefan Stremersch,et al.  The purchasing of full-service contracts: An exploratory study within the industrial maintenance market , 2001 .

[50]  Allen L. White,et al.  Servicizing: The Quiet Transition to Extended Product Responsibility , 1999 .

[51]  R. Wise,et al.  Go Downstream: The New Profit Imperative in Manufacturing , 1999 .

[52]  B. Wernerfelt,et al.  The resource‐based view of the firm: Ten years after , 1995 .