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Rosell, David T.
Alternative names
Publications (10 of 16) Show all publications
Eslami, M. H., Rosell, D. T. & Melander, L. (2016). Kunder och leverantörer i öppna respektive slutna innovationssamarbeten. In: Nicolette Lakemond, Fredrik Tell (Ed.), Öppen innovation: i teori och praktik (pp. 203-220). Lund: Studentlitteratur AB
Open this publication in new window or tab >>Kunder och leverantörer i öppna respektive slutna innovationssamarbeten
2016 (Swedish)In: Öppen innovation: i teori och praktik / [ed] Nicolette Lakemond, Fredrik Tell, Lund: Studentlitteratur AB, 2016, p. 203-220Chapter in book (Other academic)
Place, publisher, year, edition, pages
Lund: Studentlitteratur AB, 2016
Keywords
Innovationsledning
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-127488 (URN)978-91-4411-242-8 (ISBN)
Available from: 2016-04-28 Created: 2016-04-28 Last updated: 2016-05-03Bibliographically approved
Rosell, D. T. (2015). Buyer-Supplier Innovation: Managing Supplier Knowledge in Collaborative Innovation. (Doctoral dissertation). Linköping: Linköping University Electronic Press
Open this publication in new window or tab >>Buyer-Supplier Innovation: Managing Supplier Knowledge in Collaborative Innovation
2015 (English)Doctoral thesis, comprehensive summary (Other academic)
Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2015. p. 98
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1726
National Category
Business Administration Economics and Business
Identifiers
urn:nbn:se:liu:diva-122506 (URN)978-91-7685-893-6 (ISBN)
Supervisors
Note

As David Rosell’s dissertation represents all parts; the articles are finalized, onlya quite limited amount of work remained on the extended summary, and it can beconsidered as a thorough academic work, we (his main advisor AssociateProfessor Nicolette Lakemond and second advisor Assistant Professor CeciliaEnberg) have decided to publish the dissertation in order to make it available tothe research community. The dissertation has not been defended and is notapproved posthumous but only published making it available for the researchcommunity.

Available from: 2015-11-06 Created: 2015-11-06 Last updated: 2019-11-15Bibliographically approved
Rossell, D. T. (2014). Implementation of Open Innovation Strategies: A Byers-Supplier Perspective. International Journal of Innovation Management, 18(06), Article ID 1440013.
Open this publication in new window or tab >>Implementation of Open Innovation Strategies: A Byers-Supplier Perspective
2014 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 18, no 06, p. -23, article id 1440013Article in journal (Refereed) Published
Abstract [en]

The open innovation concept has been discussed for more than a decade. However, there are relatively few studies related to implementation of open innovation. Barriers of implementation have been identified, but they are not related to the external knowledge searched for. This multiple-case study adds to current understanding of implementing open innovation strategies by focusing on the cooperation and coordination challenges when opening up for different types of supplier knowledge. Possible solutions and trade-offs between short-term benefits and long-term goals are presented that take into consideration the character of knowledge and human behavior. By applying theories such as knowledge-based view and transaction cost theories on empirical findings, different explanations are sought that bring new insights into managing open innovation.

Place, publisher, year, edition, pages
World Scientific, 2014
Keywords
Open innovation; strategies; implementation; buyer–supplier perspective; cooperation; coordination; exploration; exploitation
National Category
Information Systems
Identifiers
urn:nbn:se:liu:diva-122505 (URN)10.1142/S1363919614400131 (DOI)
Available from: 2015-11-06 Created: 2015-11-06 Last updated: 2018-01-10Bibliographically approved
Melander, L., Rosell, D. & Lakemond, N. (2014). In pursuit of control: involving suppliers of critical technologies in new product development. Supply chain management, 19(5-6), 722-732
Open this publication in new window or tab >>In pursuit of control: involving suppliers of critical technologies in new product development
2014 (English)In: Supply chain management, ISSN 1359-8546, E-ISSN 1758-6852, Vol. 19, no 5-6, p. 722-732Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to explore the dynamics of management and control in collaborations with suppliers of critical technology.

Design/methodology/approach – Three collaborative product development projects at a system integrator in the Telecom industry were studied. The data was collected through 22 semi-structured interviews and a workshop at the studied company and its suppliers.

Findings – The paper shows that in situations of high dependence on suppliers of critical technologies, control may be pursued by complementing black box development with appropriate checks and balances in the collaboration, i.e. by using combinations of control mechanisms, disconnected development and joint problem solving, contracts and trust, and alignment efforts on project and strategic levels. Further, the paper demonstrates that this involves several trade-offs related to the advantages of increased monitoring and disadvantages of decreased levels of freedom for the supplier and consequently decreased prerequisites for supplier creativity.

Research limitations/implications – The qualitative approach of the research limits generalizability. Our study is limited to three projects at one firm.

Practical implications – Technological roadmaps can be used as an important tool to facilitate alignment with suppliers of critical technologies. Limited influence on project level can be supported by influencing the supplier on a strategic level. By collaborating on a strategic level, firms can gain alignment for future projects and diminish the need for direct project control within the projects. Long-term collaborations facilitate control in projects with powerful suppliers of critical technologies.

Originality/value – While many studies suggest simplified responses to complex situations of supplier involvement in product development, this study provides insight into the complex responses to control suppliers of critical technologies.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2014
Keywords
New product development, Supplier involvement, Control, Goal alignment
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-103938 (URN)10.1108/SCM-01-2014-0040 (DOI)000345150800014 ()
Available from: 2014-02-04 Created: 2014-02-04 Last updated: 2017-12-06Bibliographically approved
Rosell, D. T., Lakemond, N. & Wasti, S. N. (2014). Integrating knowledge with suppliers at the R&D-manufacturing interface. Journal of Manufacturing Technology Management, 25(2), 240-257
Open this publication in new window or tab >>Integrating knowledge with suppliers at the R&D-manufacturing interface
2014 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 25, no 2, p. 240-257Article in journal (Refereed) Published
Abstract [en]

Purpose – Many manufacturing firms source components and subsystems from suppliers. Consequently, the suppliers' product and manufacturing knowledge is a central concern at the interface between R&D and manufacturing. This paper aims to specifically investigate how supplier knowledge is integrated and what role trust plays in knowledge integration with suppliers at the R&D-manufacturing interface.

Design/methodology/approach – The study is based on qualitative case studies of two different collaborations with suppliers at one firm.

Findings – Two distinct processes are identified. First, capturing represents knowledge integration through decoupling, for which a basic level of trust specifically with regard to the competence of the supplier is necessary. Capturing can take place through interactions that are limited in time and scope. Second, joint learning represents a coupled knowledge integration process and takes place during a more extended period of time preceding and following the R&D-manufacturing interface and builds on relational-based trust.

Practical implications – The interface between R&D and manufacturing needs to be extended to include a focus on suppliers' contributions in terms of product and manufacturing knowledge. The choice for suitable knowledge integration processes needs to be guided by concerns about the level of trust and the character of the supplier contributions.

Originality/value – The paper adds new insights to previous literature by distinguishing between different types of knowledge integration processes and levels of trust. It bridges the gap between innovation and operations management and clearly shows that the interface between R&D and manufacturing crosses organizational borders.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2014
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-106411 (URN)10.1108/JMTM-12-2013-0171 (DOI)2-s2.0-84897878895 (Scopus ID)
Available from: 2014-05-07 Created: 2014-05-07 Last updated: 2017-12-05Bibliographically approved
Rosell, D. T. (2013). Knowledge Integration and Innovation in Buyer-Supplier Collaborations. (Licentiate dissertation). Linköping: Linköping University Electronic Press
Open this publication in new window or tab >>Knowledge Integration and Innovation in Buyer-Supplier Collaborations
2013 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

Research indicates buyer-supplier collaborations in new product development (NPD) can have a positive impact on innovation. From a knowledge based view, it is argued that suppliers add a complementary knowledge base that is combined with the buyer’s knowledge. But what does the supplier contribution actually consist of? And more importantly: How is this supplier knowledge integrated into the NPD process? This is not clear in the literature. Different supplier inputs may imply different knowledge integration mechanisms and practices.

The purpose of this licentiate thesis is to investigate how supplier knowledge is integrated into the NPD process. The focus is to explore how knowledge intensive manufacturing firms integrate different supplier inputs in collaborative NPD projects by using different knowledge integration mechanisms.

To fulfil the aim of thesis a qualitative approach has been applied and by studying NPD processes in three industrial sectors. An extensive literature review and a focus group meeting are followed by two qualitative case studies that are based mainly on interviews with keyrepresentatives in the buyer-supplier collaborations. The first study investigates different supplier contributions by categorizing different supplier inputs. The second study – which is the largest part of the overall study - investigates how supplier knowledge is integrated in NPD collaborations using different integration mechanisms. Here, six NPD collaborations, representing the automotive, the energy, and the telecom sectors, are studied and compared, in order to understand the integration processes and the different knowledge integration mechanisms. The third study investigates the role of trust in capturing supplier knowledge. Here, two NPD collaborations which can be considered to be polar-cases in terms of scope and depth are compared in order to explore and explain the role of trust in the integration processes.

Altogether these studies lay a foundation for a model of knowledge integration between the buyer and the supplier in NPD collaborations. The model identifies two main strategies for integrating supplier knowledge – knowledge absorption and joint knowledge accumulation.

Knowledge absorption concerns innovation processes where the contribution from suppliers is focused on product- and process improvements, i.e. incremental input. Here, the development is dictated by clear specifications. Supplier contacts take place during a limited period of time and are restricted to certain phases in NPD projects. Thus, the main knowledge integration mechanism used is sequencing. In these situations, the buyer actually tries to capture and absorb the knowledge of the supplier at a specific point in the process. A basic level of trust, based on the reputation the supplier has for competence is sufficient.

Joint knowledge accumulation, on the other hand, is how firms manage more radical input from suppliers, such as new technology or new design. In these cases, knowledge integration strategies extend over a longer period of time, throughout several phases of the NPD project. There is a high degree of interaction between the people involved, to find new solutions. The main knowledge integration mechanism is group problem-solving. Knowledge is jointly accumulated by sharing, combining, and creating new knowledge in open processes. In these cases, a profound level of trust is required.

When integrating supplier knowledge in innovation, management has to consider the possible and preferred outcome of the collaboration; it might be a commercial deal to provide for a temporary access to knowledge, or it might be a long-term alliance, where joint learning is an aim. In the first case, a traditional NPD process with clear specifications, using sequencing and technological interfaces, will be adequate. In the second case, focus should be on interpersonal problem solving between trustworthy individuals.

Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2013. p. 87
Series
Linköping Studies in Science and Technology. Thesis, ISSN 0280-7971 ; 1575
Keywords
Knowledge integration, innovation, buyer-supplier collaborations, NPD
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-88028 (URN)LiU-TEK-LIC 2013:9 (Local ID)978-91-7519-696-1 (ISBN)LiU-TEK-LIC 2013:9 (Archive number)LiU-TEK-LIC 2013:9 (OAI)
Presentation
2013-02-15, ACAS, A-huset, Campus Valla, Linköpings universitet, Linköping, 13:15 (Swedish)
Opponent
Supervisors
Available from: 2013-01-29 Created: 2013-01-29 Last updated: 2019-12-08Bibliographically approved
Melander, L., Rosell, D. & Lakemond, N. (2012). ALIGNING GOALS AND MONITORING SUPPLIERS IN NEW PRODUCT DEVELOPMENT. Paper presented at CINet conferense in Rome, 16-18 September.
Open this publication in new window or tab >>ALIGNING GOALS AND MONITORING SUPPLIERS IN NEW PRODUCT DEVELOPMENT
2012 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-80652 (URN)
Conference
CINet conferense in Rome, 16-18 September
Available from: 2012-09-06 Created: 2012-08-28 Last updated: 2015-03-04Bibliographically approved
Rosell, D. T., Lakemond, N. & Wasti, N. (2012). Capturing supplier knowledge in new product development: the effects of trust. In: Emilio Esposito, Pietro Evangelista, Giovanni Pastore and Mario Raffa (Ed.), IPSERA 2012 Conference Proceedings, Purchasing & Supply Management in a Changing World: . Paper presented at 21st Annual Conference, Purchasing & Supply Management in a Changing World, 1-4 April, Napel, Italy (pp. WP58 – 1-WP58 – 12). Napoli, Italy: Edizioni Scientifiche Italiane (Napoli)
Open this publication in new window or tab >>Capturing supplier knowledge in new product development: the effects of trust
2012 (English)In: IPSERA 2012 Conference Proceedings, Purchasing & Supply Management in a Changing World / [ed] Emilio Esposito, Pietro Evangelista, Giovanni Pastore and Mario Raffa, Napoli, Italy: Edizioni Scientifiche Italiane (Napoli) , 2012, p. WP58 – 1-WP58 – 12Conference paper, Oral presentation only (Other academic)
Abstract [en]

Trust has been found to be important for integrating suppliers´ knowledge in new product development (NPD). Different degrees of trust have different consequences for NPD. This paper investigates the effects of trust for capturing supplier knowledge in NPD in different situations. Two different NPD collaborations, identified as polar cases, are studied. The findings indicate differences in knowledge integration practices related to time scope and depth of the collaboration as a consequence of different types of trust. There are two main contributions from these findings. First, different types of trust are emphasized in different types of supplier collaborations. Second, the type of trust is associated with differences in knowledge integration practices expressed in time scope and depth of the collaboration. Relational trust creates conditions for joint knowledge integration in interactive and joint processes, whereas competence-based trust is associated with accessing and capturing knowledge.

Place, publisher, year, edition, pages
Napoli, Italy: Edizioni Scientifiche Italiane (Napoli), 2012
Keywords
Trust, knowledge integration, supplier collaboration, new product development
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-76380 (URN)978-88-495-2346-1 (ISBN)
Conference
21st Annual Conference, Purchasing & Supply Management in a Changing World, 1-4 April, Napel, Italy
Available from: 2012-06-13 Created: 2012-04-05 Last updated: 2015-03-04Bibliographically approved
Rosell, D. T. & Lakemond, N. (2012). Collaborative innovation with suppliers – A conceptual model for characterizing supplier contributions to NPD. Paper presented at Earlier version presented at the R&D Management Conference, 28-30 June. International Journal of Technology Intelligence and Planning (IJTIP), 8(2), 197-214
Open this publication in new window or tab >>Collaborative innovation with suppliers – A conceptual model for characterizing supplier contributions to NPD
2012 (English)In: International Journal of Technology Intelligence and Planning (IJTIP), ISSN 1740-2832, E-ISSN 1740-2840, Vol. 8, no 2, p. 197-214Article in journal (Refereed) Published
Abstract [en]

It is widely acknowledged that suppliers contribute positively to innovation in New Product Development (NPD). However, it remains rather unclear what suppliers actually contribute to innovation. Based on a literature review focusing on 80 articles and a focus group meeting with strategic purchasing managers, a conceptual framework is developed categorising different supplier inputs to innovation. This model is formulated by characterising supplier inputs on a component level and an architectural level, related to knowledge extension and knowledge reconfiguration, respectively. Further, supplier inputs can be incremental or radical in nature, resulting in either a dependence on the supplier’s process knowledge or the supplier’s technology knowledge. These situations imply different conditions for knowledge integration.

Place, publisher, year, edition, pages
InderScience Publishers, 2012
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-68314 (URN)10.1504/IJTIP.2012.048477 (DOI)
Conference
Earlier version presented at the R&D Management Conference, 28-30 June
Projects
Knowledge Integration and Collaboration (KIC)
Available from: 2012-08-27 Created: 2011-05-18 Last updated: 2017-12-11Bibliographically approved
Rosell, D., Melander, L. & Lakemond, N. (2012). STRATEGIES FOR INTEGRATING SUPPLIER KNOWLEDGE IN INNOVATION – INTERNAL KNOWLEDGE ABSORPTION AND JOINT KNOWLEDGE ACCUMULATION. Paper presented at CINet conference in Rome.
Open this publication in new window or tab >>STRATEGIES FOR INTEGRATING SUPPLIER KNOWLEDGE IN INNOVATION – INTERNAL KNOWLEDGE ABSORPTION AND JOINT KNOWLEDGE ACCUMULATION
2012 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-80590 (URN)
Conference
CINet conference in Rome
Available from: 2012-08-28 Created: 2012-08-27 Last updated: 2015-03-04Bibliographically approved
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