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  • 1.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Integrating customer knowledge in supplier's new product development - Taking a supplier perspective2012Conference paper (Other academic)
  • 2.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Internal integration of collaborative product development with suppliers2011Conference paper (Refereed)
  • 3.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Knowledge integration with buyers in new product development – Taking a supplier perspective2012Conference paper (Refereed)
  • 4.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Knowledge integration with customers in collaborative product development projects2016In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 31, no 7, p. 889-900Article in journal (Refereed)
    Abstract [en]

    Purpose This paper addresses the need for managerial and organizational approaches to knowledge integration with customer in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customerᅵs knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approach This study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops, and secondary information. For each of the cases, a within case analysis was performed followed by a cross-case analysis. Findings The study shows that the customerᅵs knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customerᅵs knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implications The study is performed from the perspective of supplier firms. We have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implications The findings can be used to devise effective approaches for collaborative product development with customers related to the customerᅵs knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/value This is one of the first studies to focus on the integration of customersᅵ knowledge in product development processes. This paper contributes to the customerᅵsupplier collaboration literature by presenting further insight into customersᅵ knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.

    Download full text (pdf)
    fulltext
  • 5.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Knowledge integration with customers in innovation: Empirical evidence from Swedish manufacturing firms2015Conference paper (Refereed)
  • 6.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Brusoni, Stefano
    ETH Zurich, Zurich, Switzerland.
    The dynamics of knowledge integration in collaborative product development: Evidence from the capital goods industry2018In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 75, p. 146-159Article in journal (Refereed)
    Abstract [en]

    Based on an in-depth single case study of a collaborative product development project, this paper argues that knowledge integration mechanisms change across the different phases of the product development process, reflecting changes in the content and sources of knowledge to be integrated. Our findings imply that managers need to be able to adapt and change their knowledge integration approaches throughout product development processes. We discuss implications for the use of product development models when integration of knowledge with customers is an essential part of a firm's attempt to create a competitive advantage.

  • 7.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Rosell, David T.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Melander, Lisa
    Chalmers tekniska högskola.
    Kunder och leverantörer i öppna respektive slutna innovationssamarbeten2016In: Öppen innovation: i teori och praktik / [ed] Nicolette Lakemond, Fredrik Tell, Lund: Studentlitteratur AB, 2016, p. 203-220Chapter in book (Other academic)
  • 8.
    Eslami, Mohammad Hossein
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Knowledge Integration in Buyer-Supplier Collaboration in Product Development2014Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    Recent research in the field of buyer-supplier collaboration has found that product innovation increases if suppliers and their buyers exchange what they know. From a knowledge-based view, it is argued that both buyers and suppliers are important sources of knowledge. Still, the field lacks a comprehensive understanding of: 1) knowledge integration with buyers in terms of what the buyer’s contribution specifically consists of, 2) the timing of this contribution, and 3) how exactly this buyer knowledge integrates in a collaborative product development project. Therefore, the purpose of this thesis is to investigate how suppliers integrate knowledge with buyers in collaborative product development projects.

    This study examines six case studies in three industrial sectors, and examines an extensive collection of literature based on interviews, workshops and focused group meetings. The thesis also includes a compiled summary and three appended papers.

    The first of these three papers identifies knowledge content and timing of knowledge integration with buyers. The second paper highlights the mechanisms that suppliers use to integrate knowledge with buyers. The third and final paper describes internal integration approaches that enhance and facilitate the knowledge integration between buyers and suppliers.

    A principal contribution of this thesis is its demonstration of the dynamism of knowledge integration, specifically in understanding how knowledge integration is used in different phases of product development and how this integration may change over time. The study reveals that knowledge content, which need to be integrated with the buyer, must align with the requirements of each phase of the product development process. Moreover, different knowledge integration mechanisms may be used between the buyer and suppliers during each phase of the project.

    List of papers
    1. Integrating buyer knowledge in suppliers’ new product development project
    Open this publication in new window or tab >>Integrating buyer knowledge in suppliers’ new product development project
    (English)Manuscript (preprint) (Other academic)
    Abstract [en]

    In collaborative buyer-supplier collaboration, suppliers do not only contribute with their knowledge to their customers’ product development process, but they also benefit themselves from a systematic knowledge exchange with buyers. This paper examines knowledge integration processes that take place between suppliers and their buyers, with a specific focus on how suppliers integrate the knowledge of their buyers in their new product development processes. Four relationships with buyers in four new product developments at two large international suppliers are studied. The findings indicate that two drivers of knowledge integration approaches with buyers are important: (1) the locus of initiative of the new product development effort and (2) the buyer’s technical knowledge. Three situation of knowledge integration with buyers are determined differing in timing of knowledge integration and content of knowledge that is integrated in the supplier’s product development process. The paper’s main managerial implication is related to the need to differentiate knowledge integration approaches from project to project.

    Keywords
    Buyer-supplier relationships; knowledge integration; new product development; buyer’s technical knowledge; locus of initiative
    National Category
    Engineering and Technology
    Identifiers
    urn:nbn:se:liu:diva-106330 (URN)
    Available from: 2014-05-05 Created: 2014-05-05 Last updated: 2016-08-29Bibliographically approved
    2. Knowledge Integration in Development of Complex Systems: what Suppliers Actually Do to Integrate with Buyers?
    Open this publication in new window or tab >>Knowledge Integration in Development of Complex Systems: what Suppliers Actually Do to Integrate with Buyers?
    (English)Manuscript (preprint) (Other academic)
    Abstract [en]

    The importance of internal integration for effective inter-firm collaboration with suppliers has been acknowledged, however it is unclear how internal integration is achieved in complex product development projects. This paper investigates how internal integration takes place and explores related project management challenges. Three internal integration approaches are found: integration based on multidirectional, frequent interaction; based on delimited, problem-solving teams; and based on unidirectional, information-oriented interaction. The paper shows that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers rather than the overall product system. Consequently, in complex product development projects with several different suppliers involved, the specific supplier task rather than the overall project task determines internal integration in the project. This creates important challenges for organisation, and requires flexibility in internal integration approaches.

    Keywords
    Internal integration; Supplier involvement; Task uncertainty; Collaborative projects; Subsystem; Case study
    National Category
    Engineering and Technology
    Identifiers
    urn:nbn:se:liu:diva-106335 (URN)
    Available from: 2014-05-05 Created: 2014-05-05 Last updated: 2016-08-29Bibliographically approved
    3. Internal integration in complex collaborative product development projects
    Open this publication in new window or tab >>Internal integration in complex collaborative product development projects
    2016 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 20, no 1, p. 1-28, article id 1650008Article in journal (Refereed) Published
    Abstract [en]

    While the importance of internal integration for effective inter-firm collaboration with suppliers is widely acknowledged, it is presently unclear how it is achieved in complex collaborative product development projects. This paper aims to address this gap in extant knowledge by investigating the internal integration approaches and exploring related project management challenges. Specifically, three internal integration approaches are found, namely integration based on multidirectional, frequent interaction; integration based on delimited, problem-solving; and based on unidirectional, information-oriented interaction. The study findings suggest that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers, rather than the overall product system. Consequently, in complex product development projects involving many internal functions and several different suppliers, the specific supplier tasks, rather than the overall project structure and aims, determine the mode of internal integration required. This complexity creates important challenges for organisation, and requires flexibility in internal integration approaches.

    Place, publisher, year, edition, pages
    Imperial College Press, 2016
    Keywords
    Internal integration, supplier involvement, task uncertainty, collaborative projects, subsystem, case study
    National Category
    Business Administration
    Identifiers
    urn:nbn:se:liu:diva-114889 (URN)10.1142/S1363919616500080 (DOI)000387132300008 ()2-s2.0-84959565960 (Scopus ID)
    Note

    The previous status of this article was Manuscript.

    Available from: 2015-03-05 Created: 2015-03-05 Last updated: 2017-12-04Bibliographically approved
    Download (pdf)
    omslag
  • 9.
    Eslami, Mohammad
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Integrating buyer knowledge in suppliers’ new product development projectManuscript (preprint) (Other academic)
    Abstract [en]

    In collaborative buyer-supplier collaboration, suppliers do not only contribute with their knowledge to their customers’ product development process, but they also benefit themselves from a systematic knowledge exchange with buyers. This paper examines knowledge integration processes that take place between suppliers and their buyers, with a specific focus on how suppliers integrate the knowledge of their buyers in their new product development processes. Four relationships with buyers in four new product developments at two large international suppliers are studied. The findings indicate that two drivers of knowledge integration approaches with buyers are important: (1) the locus of initiative of the new product development effort and (2) the buyer’s technical knowledge. Three situation of knowledge integration with buyers are determined differing in timing of knowledge integration and content of knowledge that is integrated in the supplier’s product development process. The paper’s main managerial implication is related to the need to differentiate knowledge integration approaches from project to project.

  • 10.
    Eslami, Mohammad
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Knowledge Integration in Development of Complex Systems: what Suppliers Actually Do to Integrate with Buyers?Manuscript (preprint) (Other academic)
    Abstract [en]

    The importance of internal integration for effective inter-firm collaboration with suppliers has been acknowledged, however it is unclear how internal integration is achieved in complex product development projects. This paper investigates how internal integration takes place and explores related project management challenges. Three internal integration approaches are found: integration based on multidirectional, frequent interaction; based on delimited, problem-solving teams; and based on unidirectional, information-oriented interaction. The paper shows that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers rather than the overall product system. Consequently, in complex product development projects with several different suppliers involved, the specific supplier task rather than the overall project task determines internal integration in the project. This creates important challenges for organisation, and requires flexibility in internal integration approaches.

  • 11.
    Mohammad, Eslami
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Lakemond, Nicolette
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Internal integration in complex collaborative product development projects2016In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 20, no 1, p. 1-28, article id 1650008Article in journal (Refereed)
    Abstract [en]

    While the importance of internal integration for effective inter-firm collaboration with suppliers is widely acknowledged, it is presently unclear how it is achieved in complex collaborative product development projects. This paper aims to address this gap in extant knowledge by investigating the internal integration approaches and exploring related project management challenges. Specifically, three internal integration approaches are found, namely integration based on multidirectional, frequent interaction; integration based on delimited, problem-solving; and based on unidirectional, information-oriented interaction. The study findings suggest that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers, rather than the overall product system. Consequently, in complex product development projects involving many internal functions and several different suppliers, the specific supplier tasks, rather than the overall project structure and aims, determine the mode of internal integration required. This complexity creates important challenges for organisation, and requires flexibility in internal integration approaches.

1 - 11 of 11
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