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Article
Publication date: 17 April 2018

Khadijeh Momeni and Miia Maarit Martinsuo

Resource allocation is challenged by dynamic environments where changes are frequent. The purpose of this paper is to identify resource allocation challenges and practices in…

1807

Abstract

Purpose

Resource allocation is challenged by dynamic environments where changes are frequent. The purpose of this paper is to identify resource allocation challenges and practices in service units that perform both project and non-project activities in dynamic environments. Its goal is to show that top-down mechanisms of project resource allocation need to be replaced by or supplemented with mechanisms that are more flexible.

Design/methodology/approach

A qualitative comparative case study was conducted in two service units of two project-based firms. The main source of data consisted of semi-structured interviews with 17 service managers and staff members.

Findings

This study shows that resource allocation is not necessarily a top-down process at all, and the practices are context-dependent. Two more flexible approaches are revealed – hybrid resource allocation and bottom-up resource allocation – as examples of managing resource allocation in service units that engage in projects under uncertain conditions. The results of the analysis highlight prioritisation and adapting to change and delay as the main issues that managers face in allocating resources to different types of projects and service activities in dynamic environments.

Research limitations/implications

The two target companies chosen for the qualitative research design limit the analysis to project-based firms in a business-to-business context. Further, the viewpoint of the service unit is central to the study. Studying project resource allocation in different organisational contexts and uncovering the perspectives of product development and delivery units would offer promising directions for future research.

Practical implications

The study reveals that in dynamic project settings such as service organisations, top-down mechanisms of resource allocation need to be accompanied by other, more flexible approaches to ensure the sufficient resourcing of projects and related services in dynamic environments. Companies need to establish practices for resource allocation changes that are caused by re-prioritising tasks and accommodating changes and delays in their project and service activities.

Originality/value

Compared to a top-down perspective taken in previous research, the study proposes a more flexible approach for resource allocation in constantly changing environments with different project and service activities. Previous studies have focussed on resource competition between projects, placing project managers in the central role for resource allocation. By contrast, this study discusses hybrid and bottom-up resource allocation, both of which involve broader personnel engagement in resource allocation tasks, drawing on the experience of all employees.

Details

International Journal of Managing Projects in Business, vol. 11 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Available. Open Access. Open Access
Article
Publication date: 14 March 2023

Khadijeh Momeni, Eija Vaittinen, Markus Jähi and Miia Martinsuo

Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers…

1600

Abstract

Purpose

Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers, employees and distributors. The purpose of this paper is to identify and analyse the requirements of different actors and the interconnectedness between their requirements in introducing smart services.

Design/methodology/approach

An embedded single-case study was conducted with a manufacturing firm and its network, including its sales and service personnel, customers and external salespeople. Data were collected via 30 in-depth interviews.

Findings

The paper advances the multi-actor perspective by identifying the requirements of key actors for introducing smart services. These requirements were divided into eight categories: value of smart services, reliability of smart services, competence for smart services, data security and management, attitude towards services, reliance, knowledge of installed base of equipment and services and service reputation. The findings reveal the interconnectedness of different actors’ requirements for introducing new smart services and how discussion and relationships between actors affected their requirements.

Practical implications

The findings represent a comprehensive template of requirements, as well as mapping the interconnectedness of actors’ requirements, serving as a practical guideline for managers.

Originality/value

This study characterises the introduction of smart services as a multi-dimensional, interconnected effort by manufacturing firms and their networks. It shows that service introduction cannot be viewed as manufacturer’s development task or customers’ adoption decision only. Propositions are offered on how multiple actors’ viewpoints can be combined to achieve success in introducing smart services.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 11 September 2018

Khadijeh Momeni and Miia Martinsuo

The purpose of this paper is to better understand the efficient use of remote monitoring systems (RMS) to create business value for industrial services in manufacturing firms. A…

589

Abstract

Purpose

The purpose of this paper is to better understand the efficient use of remote monitoring systems (RMS) to create business value for industrial services in manufacturing firms. A business view to RMS is a key prerequisite for the successful application of the Internet of Things (IoT) in industrial services.

Design/methodology/approach

A qualitative multiple-case study was conducted in six engineering companies. The main source of data was semi-structured interviews with 16 managers.

Findings

The findings highlight the role of RMS in enabling manufacturing firms to collect data from customers to complement their limited knowledge about their customers. The study demonstrates the business value of using RMS in industrial services and the necessity of capturing the business value through advanced IT technologies.

Research limitations/implications

The qualitative research design and choice of six target companies limit the findings to business-to-business manufacturing firms. Further, the focus is on the manager’s viewpoint. The findings imply new business value through an efficient use of RMS to complement direct customer contact.

Practical implications

The study draws attention to the skilled use of advanced RMS and information and communication technology as a prerequisite for the successful application of the IoT in manufacturing firms that provide services for complex solutions and customers dispersed globally.

Originality/value

The research shows that using information collected through RMS is an important factor in creating business value in a manufacturing firm’s customer relationships. The study contributes by integrating RMS into the customer information collection process to increase the amount, validity and quality of data.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Open Access. Open Access
Article
Publication date: 28 March 2023

Khadijeh Momeni, Chris Raddats and Miia Martinsuo

Digital servitization concerns how manufacturers utilize digital technologies to enhance their provision of services. Although digital servitization requires that manufacturers…

3290

Abstract

Purpose

Digital servitization concerns how manufacturers utilize digital technologies to enhance their provision of services. Although digital servitization requires that manufacturers possess new capabilities, in contrast to strategic (or dynamic) capabilities, little is known about how they develop the required operational capabilities. The paper investigates the mechanisms for developing operational capabilities in digital servitization.

Design/methodology/approach

This paper presents an exploratory study based on 15 large manufacturers operating in Europe engaged in digital servitization.

Findings

Three operational capability development mechanisms are set out that manufacturers use to facilitate digital servitization: learning (developing capabilities in-house), building (bringing the requisite capabilities into the manufacturer), and acquiring (utilizing the capabilities of other actors). These mechanisms emphasize exploitation and exploration efforts within manufacturers and in collaborations with upstream and downstream partners. The findings demonstrate the need to combine these mechanisms for digital servitization according to combinations that match each manufacturer’s traditional servitization phase: (1) initial phase - building and acquiring, (2) middle phase - learning, building and acquiring, and (3) advanced phase - learning and building.

Originality/value

This study reveals three operational capability development mechanisms, highlighting the parallel use of these mechanisms for digital servitization. It provides a holistic understanding of operational capability development mechanisms used by manufacturers by combining three theoretical perspectives (organizational learning, absorptive capacity, and network perspectives). The paper demonstrates that digital servitization requires the significant application of building and acquiring mechanisms to develop the requisite operational capabilities.

Details

International Journal of Operations & Production Management, vol. 43 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

Available. Open Access. Open Access
Article
Publication date: 26 December 2024

Beheshte Momeni, Miia Martinsuo and Jaakko Härkälä

Information technology (IT) suppliers play a crucial role in shaping digitally-enabled services in small and medium-sized enterprises (SMEs) in the manufacturing sector…

143

Abstract

Purpose

Information technology (IT) suppliers play a crucial role in shaping digitally-enabled services in small and medium-sized enterprises (SMEs) in the manufacturing sector, addressing limitations such as limited resources, a lack of digital expertise and financial constraints. This study investigates how manufacturing SMEs involve IT suppliers in digitally-enabled service offerings.

Design/methodology/approach

This paper investigates six manufacturing SMEs involving suppliers in digitally-enabled services. Data were collected via 20 in-depth interviews.

Findings

This study identifies SMEs’ sensing capabilities influencing their digitally-enabled services, including responding to industry and market demands, assessing customer readiness, developing responses to crises, and understanding IT suppliers’ offerings and capabilities. Three clusters of SMEs are introduced: operational efficiency seekers, service growth seekers and service-centric SMEs, based on their seizing capability through analyzing how different SMEs position services within the business strategy, allocate and manage service resources and build and leverage digital capabilities and readiness. These differ in how they involve IT suppliers: operational involvement, innovation collaboration and strategic partnership.

Originality/value

This research illuminates how digitally-enabled services and IT supplier involvement differ in SME environments. Analysis of SMEs’ digitally-enabled services and capabilities prompts a novel three-cluster framework. The findings unveil how manufacturing SMEs involve IT suppliers in digital servitization as it relates to the SMEs’ dynamic capabilities.

Details

Journal of Manufacturing Technology Management, vol. 36 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Available. Open Access. Open Access
Article
Publication date: 30 April 2024

Beheshte Momeni, Mario Rapaccini and Miia Martinsuo

Manufacturers face various challenges and risks during their digital servitization (DS), due to the complexity caused by introducing breakthrough technologies, increasingly…

730

Abstract

Purpose

Manufacturers face various challenges and risks during their digital servitization (DS), due to the complexity caused by introducing breakthrough technologies, increasingly complex product-service solutions and new stakeholders in the business network. The process necessitates the implementation of various changes that usually happen over a long period of time. Using complexity management as a theoretical lens, this paper delves into manufacturers’ DS journeys and explores how manufacturers manage the associated complexities.

Design/methodology/approach

This paper investigates the DS journey of two manufacturers in a longitudinal case study from 2014 to 2021.

Findings

Three main complexity management actions during the DS journey were identified: shaping the digital service system, shaping the organization and shaping the network. Tied to different types of complexities, these actions demonstrate how manufacturers navigate their journey. The findings also reveal different complexity management approaches used at the different stages of this journey.

Originality/value

This paper offers a comprehensive framework for understanding complexity management in the DS journey, including the types of complexities, complexity management actions and complexity management approaches and their rationale. This paper shows that different requirements are created during emerge, consolidate and evolve stages of the DS journey. Manufacturers need a dynamic approach that considers changes in complexities and actions over time.

Details

Journal of Manufacturing Technology Management, vol. 35 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

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