a b s t r a c tProductisation relates to the process of analysing a need, defining and combining suitable elements, tangible and/or intangible, into a product-like defined set of deliverables that is standardised, repeatable and comprehendible. This paper clarifies the concept of productisation by surveying the extant literature and reporting the origins, characteristics, benefits and features along with aiming to support future work. The analysed literature is categorised, its content is analysed, and the need for a clear framework is highlighted.The results indicate that productisation has a specific role in addressing the challenges of being able to describe and explain complex, often abstract offerings and producing them, involving activities both to ensure adequate standards and those activities leading to selling the products. A well productised product is easier to buy, sell and market, has stronger features and may enable benefits depending on the product type. Productisation has implications through having a complementary role amongst well established functions and in strengthening the linkage of market needs and engineering-oriented development. The concept requires further development. Potential future research directions are presented.

This study aims to extend the product portfolio management (PPM) practices to cover all lifecycle phases and product portfolio layers by the means of comprehensively analysing the current PPM literature and the relevant practices of ten case companies. The principal results of this study include designing ontologies for the potential new business process hierarchy and for new PPM process concept over product lifecycle phases and portfolio layers. The new PPM concept proposal has Author been discussed and validated within a case company focus group to acknowledge the obtained comments. The results of this study can help cross-functional management teams in creating and implementing a process management approach for active PPM practices.

Current construction is implemented in highly demanding and complex built environments where projects are executed by coalitions of multiple stakeholders that have divergent interests, objectives, and socio-cultural backgrounds. These projects face challenges in not only identifying and managing stakeholders but also satisfying their requirements. This paper introduces a framework that is developed to assist project managers in facilitating stakeholder management and requirement engineering, especially in the project initiation phase. The framework optimizes the value creation of the project through stakeholder identification, classification, and requirement engineering. The framework is also applied in two construction projects.

Purpose The effective management of inter-organizational integration is central to complex projects. Such projects pose significant challenges for integration, as organizations struggle with constantly changing inter-organizational interdependencies and must develop and adapt integration mechanisms to meet new demands. The purpose of this paper is to understand what kinds of integration mechanisms are used and how they are developed and adjusted during the infrastructure alliance projects. Design/methodology/approach This study provides empirical evidence of integration dynamics in project alliancing by analyzing two infrastructure alliance projects – a complex tunnel construction project and a railway renovation project. The research approach is an inductive case study. Findings This paper identifies integration mechanisms adopted in two case projects and three central triggers that led to changes in the integration mechanisms: project lifecycle phase, unexpected events and project team’s learning during the project. Practical implications Integration capability should be a precondition for alliance project organizations and requires the adoption of a wide range of integration mechanisms, as well as an ability to adjust those mechanisms in response to everyday dynamics and emergent situations. Originality/value Although unplanned contingencies and the responses to them represent important influences in organizations, there is limited amount of research on the dynamics of integration. The findings will be of value in supporting the management of inter-organizational integration in complex, uncertain and time-critical construction projects.

The previous literature has indicated that the productisation of services may play a role in service management, although a certain level of obscurity still surrounds the concept. The purpose of this study is therefore to clarify the meaning of service productisation as well as to contribute to a greater understanding of the concept. Design/methodology/approach An inductive analysis was applied to thirteen instances of activities related to the productisation of services, with secondary data being analysed to identify practices relevant to service productisation and to examine their significance. The analysis is guided by an extensive literature review. Findings Service productisation has been found to play a role in systematising and tangibilising a service offering and its related processes as well as in formalising the processes and service offerings. The potential elements of service productisation have been identified and supporting evidence has been provided. The findings indicate that service productisation has a specific focus on the offering and its related processes, with the aim being to create a service product that can be sold, delivered and invoiced. Service productisation may utilise various practices and techniques, and customer orientation also plays a significant role. A typology of service productisation has been created by reflecting on its commercial and technical aspects. Practical implications This study has important implications for the service industry as it provides a structure and key considerations for productising services. Originality/value This study is one of the first to seek evidence for the concept of service productisation from multiple instances of service productisation as well as an extensive literature base. The typology created provides a context for discussing service productisation as well as reflecting on its commercial and technical aspects.

a b s t r a c tThe main purpose of this study is to widen the scope of product portfolio management (PPM) targets and key performance indicators (KPIs) to cover all phases of the product life cycle. Earlier research mainly covers PPM performance management within new product development (NPD) life cycle only. In addition, current challenges relating to PPM performance management over product life cycle are studied.The research method includes current state analysis based on both a thorough literature review and analysing ten case companies that represent hardware (HW), software (SW), services and solutions type businesses. The contribution is discussed and validated by a focus group consisting of all the case companies before making final conclusions.The principal results of this study include the potential framework for managing product portfolio renewal over the entire product life cycle based on strategic, tactical and operational performance measures. The PPM performance management, its business impact and connection to business processes and performance management dashboard are discussed.The role of PPM as a means of executive level dynamic performance management and decision making sets further questions for researchers' for systematic product portfolio definitions, governance models, processes and tools over product life cycle.

PurposeThis paper aims to provide a framework of the multidimensional concept of one master data. Preconditions required for successful one master data implementation and usage in large high‐tech companies are presented and related current challenges companies have today are identified.Design/methodology/approachThis paper is qualitative in nature. First, literature was studied to find out the elements of one master data. Second, an interview study was carried out in eight high‐tech companies and in three expert companies.FindingsOne master data management framework is the composition of data, processes and information systems. Accordingly, the key challenges related to the data are that the definitions of master data are unclear and overall data quality is poor. Challenges on processes related to managing master data are inadequately defined data ownership, incoherent data management practices and lack of continuous data quality practices. Integrations between applications are fundamental challenge to tackle when constructing an holistic one master data.Research limitations/implicationsStudied companies are vanguards in the area of master data management (MDM), providing good views on topical issues in large companies. This study offers a general view of the topic but not describes special company situations as companies need to adapt the presented concepts for their specific case. Significant implication for future research is that MDM can no more be classified and discussed as only an IT problem but it is a managerial challenge which requires structural changes on mindset how issues are handled.Practical implicationsThis paper provides a better understanding over the issues which are impacting on the implementation of one master data. The preconditions of implementing and executing one master data are: an organization wide and defined data model; clear data ownership definitions; pro‐active data quality surveillance; data friendly company culture; the clear definitions of roles and responsibilities; organizational structure that supports data processes; clear data process definitions; support from the managerial level; and information systems that utilize the unified data model. The list of preconditions is wide and it also describes the incoherence of current understanding about MDM. This list helps business managers to understand the extent of the concept and to see that master data management is not only an IT issue.Originality/valueThe existing practical research on master data management is limited and, for example, the general challenges have not been reported earlier. This paper offers practical research on one master data. The obtained results illustrates the extent of the topic and the fact that business relevant data management is not only an IT (application) issue but requires understanding of the data, its utilization in organization and supporting practices such as data ownership.

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