Collaborative services provision for solar power plants

Camarinha-Matos, Luís M.; Oliveira, Ana Inês; Ferrada, Filipa; Thamburaj, Victor

doi:10.1108/imds-06-2016-0246

Cited by 12 publications

(11 citation statements)

References 32 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The topics of co-design, co-innovation, and establishment and leveraging of customer communities, have been addressed in multiple works in the CNs area, e.g., [86,87]. The interactions between the lifecycles of the product/service and the interactions/ interdependencies among multiple collaborative networks were studied, namely in the GloNet project [76,88]. The role and importance of collaborative networks in supporting service-enhanced products/product-service systems have attracted considerable research attention in recent years [77,[89][90][91][92].…”

Section: Collaboration In Through-engineeringmentioning

confidence: 99%

Collaborative Networks: A Pillar of Digital Transformation

et al. 2019

Self Cite

View full text Add to dashboard Cite

The notion of digital transformation encompasses the adoption and integration of a variety of new information and communication technologies for the development of more efficient, flexible, agile, and sustainable solutions for industrial systems. Besides technology, this process also involves new organizational forms and leads to new business models. As such, this work addresses the contribution of collaborative networks to such a transformation. An analysis of the collaborative aspects required in the various dimensions of the 4th industrial revolution is conducted based on a literature survey and experiences gained from several research projects. A mapping between the identified collaboration needs and research results that can be adopted from the collaborative networks area is presented. Furthermore, several new research challenges are identified and briefly characterized. Author Contributions: Conceptualization, L.M.C.-M.; methodology, L.M.C.-M. and R.F.; writing-drafting Section 3, R.F. and L.M.C.-M.; writing-drafting Section 4, F.F. and L.M.C.-M.; writing-drafting Sections 5 and 7, L.M.C.-M.; writing-drafting Section 6, J.R. and L.M.C.-M.; writing-inputs for Sections 1 and 8, all authors; writing-reviewing and editing, all authors; funding acquisition, L.M.C.-M.Funding: This work was funded in part by the Portuguese "Fundação para a Ciência e Tecnologia" "Strategic program UID/EEA/00066/2019" (CTS project), by the SOCOLNET society (ARCON-ACM project), and by the project POCI-01-0247-FEDER-033926 (Future Yammi).

show abstract

Section: Collaboration In Through-engineeringmentioning

confidence: 99%

Collaborative Networks: A Pillar of Digital Transformation

et al. 2019

Self Cite

View full text Add to dashboard Cite

show abstract

“…Another example can be given in the other direction, namely a change in the value network leading to a change in the value proposition, as represented in Figure 3. This can also be exemplified in the context of renewable energy projects, in the case of including new actors into the value network to obtain new customers and respond more rapidly and efficiently to their needs [41,42]. In this case, the primary change-the addition of actors to the value network-is not a forced change to establish consistency, but rather a strategic choice.…”

Section: The Dynamic Business Model Frameworkmentioning

confidence: 99%

The Dynamic Business Model Framework—Illustrated with Renewable Energy Company Cases from Indonesia

Kamp¹,

Meslin²,

Khodaei³

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

It is important for companies to be able to make their business models dynamic. This enables them to adapt to changing circumstances and remain viable. The aim of this paper is to combine insights from the literature on business models and business model dynamics into a comprehensive dynamic business model framework. The framework that is developed in this paper takes into account various origins of changes in business models (internal or external to the company) and various types of changes in business models (primary or secondary changes and forced changes or strategic choices) and also includes the issue of business model consistency. In order to combine different origins and different types of business model change into one dynamic business model framework, some simplifications of reality were needed. The framework is described in text and shown in a comprehensive picture. The application of the framework to two cases of renewable energy companies in Indonesia shows that the framework is able to capture business model dynamics in a simplified and comprehensive way and that it allows for case study comparison. In a thorough discussion, it is shown how the framework can be adapted to make it better able to represent more complex dynamics.

show abstract

“…Additionally, there must be training for professionals who will carry out these activities [98,126] by taking into account the technological interdisciplinarity of the elements that make up ECM [107]. Thus, as a way to maintain the quality of services [127], an opportunity to be explored is the establishment of collaborative networks between service providers by sharing information and market space [92], but maintaining ethical aspects in the provision of these services [102].…”

Section: Third-party Servicesmentioning

confidence: 99%

Management Challenges and Opportunities for Energy Cloud Development and Diffusion

et al. 2020

View full text Add to dashboard Cite

The use of emerging technologies such as cloud computing, Internet of Things, and Big Data, is increasing as tools to assist the management of data and information related to energy systems grow. This allows for greater flexibility, scalability of solutions, optimization of energy use, and management of energy devices. In this sense, the objective of this research is to present the basic elements and requirements for the energy cloud and its management and discuss the main management challenges and opportunities for the development and diffusion of the energy cloud. This study was based on a systematic review carried out to identify the elements that compose the energy cloud and what is necessary for its management, and to list the challenges and opportunities that may be explored by researchers and practitioners. The results show that the layout for the energy cloud and its management can be structured in layers and management support blocks’ format. It was found that 70 basic elements make up the main layers and 36 basic elements make up the management support blocks. The findings of this article also provide insights into the technical, scientific, and management development necessary for the evolution of energy systems toward the cloud computing environment.

show abstract

Collaborative services provision for solar power plants

Cited by 12 publications

References 32 publications

Collaborative Networks: A Pillar of Digital Transformation

Collaborative Networks: A Pillar of Digital Transformation

The Dynamic Business Model Framework—Illustrated with Renewable Energy Company Cases from Indonesia

Management Challenges and Opportunities for Energy Cloud Development and Diffusion

Contact Info

Product

Resources

About